Chap 014

Chapter 14
Leadership: Styles and Behaviors
True / False Questions
1. Leadership is the use of power and influence to direct the activities of followers toward goal attainment.
True False
2. Leader-member exchange theory argues that new leader-member relationships are typically marked by a
role taking phase.
True False
3. The life cycle theory of leadership explains how leader-members relationships develop over time on a
dyadic basis.
True False
4. The low-quality exchange dyad is marked by increased exchange of information, influence, latitude,
support, and attention.
True False
5. Tests of the leader-member exchange theory suggest that employees who are competent, likable, and similar
to the leader in personality will be more likely to end up in the leader's in group.
True False
6. Traits are more predictive of leader effectiveness than they are of leader emergence.
True False
7. The trait-leadership correlations are strong in magnitude when leader effectiveness serves as the outcome.
True False
8. Focus on leader traits holds more practical relevance than a focus on leader's actions.
True False
9. A leader's decision making style captures how a leader decides as opposed to what a leader decides.
True False
10. Autocratic style of leadership is characterized by high follower control.
True False
11. With an autocratic style, the employees are asked to generate or evaluate potential solutions.
True False
12. Leaders do not make the ultimate decision with a consultative style of decision making.
True False
13. With a delegative style, the leader plays no role in the deliberations unless asked.
True False
14. Making the correct decision is the ultimate means of judging a leader.
True False
15. The time-driven model of leadership suggests that the focus should shift away from autocratic, consultative,
facilitative, and delegative situations to autocratic, consultative, facilitative, and delegative leaders.
True False
16. According to the time-driven model of leadership, autocratic styles are used for decisions that are
insignificant.
True False
17. Leaders who are high on initiating structure play a passive role in directing group activities and often fail to
plan activities.
True False
18. Readiness is defined as the degree to which employees have the ability and willingness to accomplish
specific tasks.
True False
19. Telling is the optimal combination of leader behaviors at the R3 Stage of readiness.
True False
20. Transformational leadership represents the carrot-and-stick approach to leadership.
True False
21. Transformational leadership is less motivational compared to other managerial approaches.
True False
22. Laissez-faire is an active and effective approach to leadership.
True False
23. Idealized influence involves behaving in ways that earn the admiration, trust, and respect of followers.
True False
24. Inspirational motivation involves behaving in ways that foster an enthusiasm for a shared vision of the
future.
True False
25. Transformational leadership is strongly related to unit-focused measures of leadership effectiveness than
most other leadership forms.
True False
26. Employees with transformational leaders tend to have higher levels of task performance.
True False
27. Transformational leadership has no effect on continuance commitment.
True False
28. Neutralizers reduce the importance of the leader while providing a direct benefit to employee performance.
True False
29. Increasing the time spent on training the leaders can help maximize their effectiveness.
True False
30. Leadership training programs often focus on very specific issues, like being a more effective mentor.
True False
Multiple Choice Questions
31. The leader-member exchange theory argues that:
A. new relationships between leaders and members are typically marked by a role taking phase.
B. most leaders can judge their performance by referring to the number of companies they have created.
C. leader traits holds more practical relevance than leader actions.
D. the correlations of the trait-leadership magnitude are strong.
E. organizations should limit leader-member exchanges to maximize organizational productivity.
32. During which phase of the leader-member exchange theory does a manager describe role expectations to an
employee, with the employee attempting to fulfill those expectations with his/her job behaviors?
A. Role taking
B. Role selling
C. Role designing
D. Role making
E. Readiness
33. During the _____ phase of the leader-member exchange theory, the employee's own expectations for the
dyad get mixed in with those of the leader.
A. role taking
B. role selling
C. participating
D. role making
E. role allocating
34. The _____ process is marked by a free-flowing exchange in which the leader offers more opportunities and
resources and the employee contributes more activities and effort.
A. role taking
B. role selling
C. participating
D. role making
E. role allocating
35. According to the leader-member exchange theory, the two general types of leader-member dyads are:
A. role taking exchange and role selling exchange.

B. high-quality exchange and low-quality exchange.
C. intrinsic and extrinsic.
D. role making and role selling.
E. participating exchange and observing exchange.
36. In the leader-member exchange theory, the _____ exchange dyad is marked by the frequent exchange of
information, influence, latitude, support, and attention.
A. participating
B. low-quality
C. intrinsic
D. high-quality
E. extrinsic
37. In the leader-member exchange theory, the low-quality exchange dyad forms the leader's:
A. outgroup.
B. internal attributes.
C. ingroup.
D. levels of mutual trust.
E. obligations.
38. The degree to which the leader's actions result in the achievement of the unit's goals, the continued
commitment of the unit's employees, and the development of mutual trust, respect, and obligation in leader-
member dyads refers to:
A. out-group readiness.
B. leader effectiveness.
C. leader emergence.
D. leader focus.
E. individualized consideration.
39. _____ suggest that leaders are born, not made.
A. Leader-member exchange theories

B. Ohio State studies of leadership
C. Transformational theories of leadership
D. Contingent theory of leadership
E. Great person theories of leadership
40. _____ refers to the notion of who becomes a leader rather than how well people do in a leadership role.
A. Leader efficiency
B. Leader effectiveness
C. Leader emergence
D. Leader substitution
E. Leader efficacy
41. Which of the following refers to how well people actually do in a leadership role?
A. Leader personality
C. Leader emergence
D. Leader perception
E. Leader characteristic
42. Which of the following characteristics is most closely related to leader effectiveness?
A. Low agreeableness
B. High conscientiousness
C. High introversion
D. Low neuroticism
E. High openness to experience
43. A leader's _____ reflects the process that the leader uses to generate and choose from a set of alternatives to
solve a problem.
A. operational efficiency
B. day-to-day behavior
C. Decision-making style
D. emergence style
E. operational style
44. Which of the following decision-making styles is characterized by the highest level of leader control?
A. Consultative
B. Autocratic
C. Delegative
D. Facilitative
E. Supportive
45. Which of the following decision-making styles is characterized by the highest level of follower control?
A. Consultative
B. Autocratic
C. Delegative
D. Facilitative
E. Negotiative
46. Percy has built her company by giving special attention to details. She is highly meticulous and demanding
and often imposes her decisions on subordinates. Percy makes use of the _____ style of decision making.
A. autocratic
B. consultative
C. transformational
D. participative
E. delegative
47. Pauline, a department manager at Good Looking Clothes Inc., uses a style of decision-making that focuses
on using the skills, experiences, and ideas of others. The final decision-making power is with Pauline.
However, she does not make major decisions without getting inputs from those that will be affected. It can
be said that she uses the _____ style of leader decision making.
A. autocratic
B. consultative
C. facilitative
D. participative
E. transactional
48. With a(n) _____ decision-making style, employees have a say in the decision making process but the
ultimate authority still rests with the leader.
A. delegative
B. directive
C. consultative
D. facilitative
E. autocratic
49. Ted is a quality control manager at Greenwoods Cement Inc. Any time a problem arises and a decision
needs to be made, he believes in getting his people involved. He would present the problem to his
employees and seek consensus on a solution. He insists in these problem-solving meetings that his opinion
or suggestions carry no more weight than anyone else's. Which of the following is the decision-making style
that Ted is displaying?
A. Consultative
B. Autocratic
C. Delegative
D. Facilitative
E. Negotiative
50. Robert has been newly appointed as the CEO of Textronics Inc. He is still learning how various departments
function in the organization. In such a situation, he relies on the suggestions and opinions of his team
members and lets them do the things the way they are used to, till the time he is able to gain sufficient
knowledge and can suggest some more feasible changes. He does not generally interfere in the decisions
made by the employees but at times shares his past experiences with the employees. It can be said that
Robert had adopted a(n) _____ style of decision-making.
A. autocratic
B. participative
C. consultative
D. delegative
E. negotiative
51. Which of the following is the style of decision making where the leader plays no role in deliberations unless
asked?
A. Consultative
B. Autocratic
C. Delegative
D. Facilitative
E. Directive
52. There are many factors to consider when leaders choose a decision-making style. The most obvious
consideration is the:
A. number of people involved in decision making.

B. quality of the resulting decision.
C. number of opinions obtained for making the decision.
D. the style of decision-making.
E. the number of different ideas generated during the process.
53. Scenario: Polar Coat Manufacturing

Alexandria, Brittney, Nicole, and Dolce are four managers at Polar Coat Manufacturing. Each in their
department uses a different decision-making style and believes that their style is the best. Alexandria always
presents the problem to her employees, gathers their opinions/suggestions and then makes the decision
herself. Brittney gives her employees the responsibility for making the decision within a set of specified
boundary conditions. Nicole makes the decision without asking her employees for their
opinions/suggestions. Dolce presents the problem to her employees and seeks consensus with an emphasis
that her opinion should only count as important as every other employee's in her department.
Alexandria is displaying _____ style of decision-making.
A. consultative
B. autocratic
C. delegative
D. facilitative
E. directive
Identify the decision-making style that Brittney is using.
A. Consultative
B. Autocratic
C. Delegative
D. Facilitative
E. Directive

Which of the following is the decision making style that Nicole is displaying?
A. Consultative
B. Autocratic
C. Delegative
D. Facilitative
E. Negotiative
Dolce is displaying _____ decision-making style.
A. consultative
B. autocratic
C. delegative
D. facilitative
E. directive
57. Which of the following factors is included in the time-driven model of leadership?
A. Intellectual stimulation
B. Shared objectives
C. Idealized influence
D. Individual personality
E. Contingent rewards
58. In the time-driven model of leadership, which style is reserved for decisions that are insignificant or where
employee commitment is unimportant or when the leader's expertise is high and the leader is trusted?
A. Consultative
B. Autocratic
C. Delegative
D. Facilitative
E. Supportive
59. In the time-driven model of leadership, which style is reserved for circumstances in which employees have
strong teamwork skills and are not likely to just commit to whatever decision the leader makes?
A. Consultative
B. Autocratic
C. Delegative
D. Facilitative
E. Negotiative
60. In the time-driven model of leadership, which leadership style seems to be overused by managers?
A. Autocratic
B. Consultative
C. Delegative
D. Facilitative
E. Negotiative
61. Which of the following reflects the extent to which the leader defines and structures the roles of employees
in pursuit of goal attainment?
A. Initiating structure
B. Delegative structure
C. Consideration structure
D. Participative structure
E. Transformational structure
62. _____ reflects the extent to which leaders create job relationships characterized by mutual trust, respect for
employee ideas, and thoughtfulness of employee feelings.
A. Transformation
B. Delegating
C. Consideration
D. Participation
E. Initiating structure
63. Joey, the manager of Tarts Inc., has always been supportive toward the employees and used to understand
their feelings. In most occasions, he overlooked their mistakes and gave them opportunities to develop a
friendly atmosphere in office. He often took their work in order to reduce their burden. Joey would score
high on:
A. initiating structure.
B. intermediation.
C. consideration.
D. directive behavior.
E. transactional leadership.
64. Alice has a deep concern for the welfare of her subordinates and she promotes interactive discussions with
them. Alice can be described as a manager who scores high on:
B. autocratic leadership.
C. consideration.
D. managerial control.
E. discipline.
65. Which of the following behaviors, according to the studies at Ohio State, is an initiating structure behavior?
A. Representation
B. Integration
C. Recognition
D. Organization
E. Membership
66. Which of the following theories is known as the situational model of leadership?
A. Ohio State Studies

B. University of Michigan Studies
C. Life cycle theory of leadership
D. Time-driven model of leadership
E. Herzberg's two-factor theory
67. The life cycle theory of leadership argues that the optimal combination of initiating structure and
consideration depends on the _____ of the employees in the work unit.
A. integration
B. personality
C. organization
D. readiness
E. decision-making style
68. _____ is broadly defined as the degree to which employees have the ability and the willingness to
accomplish their specific tasks.
A. Integration
B. Effectiveness
C. Efficiency
D. Readiness
E. Emergence
69. According to the life cycle theory of leadership, a group of employees who are working together for the first
time and are eager to begin, but lack the experience and confidence needed to perform their roles are at
which level of readiness?
A. R1
B. R2
C. R3
D. R4
E. R5
70. According to the life cycle theory of leadership, _____ leader behavior comprises high initiating structure
and low consideration.
A. telling
B. selling
C. participating
D. delegating
E. performing
71. According to the life cycle theory of leadership, _____ leader behavior comprises high initiating structure
and high consideration.
A. telling
B. selling
C. participating
D. delegating
E. performing
72. According to the life cycle theory of leadership, participating leader behavior comprises _____ initiating
structure and _____ consideration.
A. moderate; low
B. low; high
C. low; low
D. high; high
E. moderate; moderate
73. Which of the following leader behaviors is characterized by low initiating structure and low consideration?
A. Telling
B. Selling
C. Delegating
D. Participating
E. Transforming
74. According to the life cycle theory of leadership, the optimal combination of leader behavior in the R2 stage
is _____.
A. delegating
B. telling
C. selling
D. participating
E. negotiating
is _____.
A. delegating
B. telling
C. selling
D. participating
E. negotiating
is _____.
A. delegating
B. telling
C. selling
D. participating
E. negotiating
77. In the _____ leader behavior the leader supplements his or her directing with support and encouragement to
protect the confidence levels of the employees.
A. delegating
B. telling
C. selling
D. participating
E. negotiating
78. Scenario: Eva Mineral Water, Inc.

Ben, Tom, Ron, and Harry are four individuals working at Eva Pure, a bottled water manufacturing
company. They all started at different times at the company, bringing different levels of experience and
abilities to their jobs. John is the factory manager supervising all the employees including these four. From a
readiness point of view, it can be said that Ben is able but unwilling, Tom is both able and willing, Ron is
neither able nor willing, and Harry is not able but highly willing to take on the responsibilities. John must
respond differently to each of them to get them prepared and get the job done.
Which of the following behaviors would be best suited to deal with Ben's readiness?
A. Delegating
B. Telling
C. Selling
D. Participating
E. Negotiating
John's optimal behavior to deal with Ron's readiness should comprise of _____ initiating structure and
_____ consideration.
A. moderate; low
B. low; high
C. low; moderate
D. high; high

Harry is at the _____ readiness level.
A. R1
B. R2
C. R3
D. R4
E. R5
Which of the following leadership behaviors should John adopt to deal with Tom's readiness?
A. Delegating
B. Telling
C. Selling
D. Participating
E. Negotiating

Which of the following leadership behaviors should John adopt to deal with Harry's readiness?
A. Delegating
B. Telling
C. Selling
D. Participating
E. Negotiating
83. _____ leadership involves inspiring followers to commit to a shared vision that provides meaning to their
work while also serving as a role model who helps followers develop their own potential and view problems
from new perspectives.
A. Management-by-exception
B. Contingent reward
C. Transactional
D. Laissez-faire
E. Transformational
84. Which of the following styles represents avoidance of leadership altogether?
A. Passive management-by-exception
B. Contingent reward transactional leadership
C. Laissez-faire leadership
D. Active management-by-exception
E. Transformational leadership
85. In case of _____, the leader avoids getting involved when important issues arise and leader's power goes
unutilized.
A. passive management-by-exception
B. transactional leadership
C. laissez-faire leadership
D. active management-by-exception
E. transformational leadership
86. John believes he has quite a unique style of leadership. He waits around for mistakes and errors from his
employees and then takes corrective action as necessary. Which of the following is John's style of
leadership?
B. Transactional leadership
C. Laissez-Faire
D. Contingent reward
87. Sally believes that if there are no actions needed until she receives complaints about someone's
performance. Which of the following styles of leadership is Sally following?
A. Laissez-faire leadership
C. Passive management-by-exception
88. With _____, the leader arranges to monitor mistakes and errors dynamically and takes corrective action
when required.
A. laissez-faire leadership
B. contingent reward leadership
C. passive management-by-exception
89. Ben just announced to his employees that if they meet the sales goal for the month of August, they can have
a paid four-day vacation. Which of the following styles of leadership is being used by Ben in this case?
A. Laissez-faire
E. Transformational
90. Which of the following represents the carrot-and-stick approach to leadership?
B. Passive-avoidant leadership
C. Transactional leadership
D. Charismatic leadership
91. _____ involves behaving in ways that challenge followers to be innovative and creative by questioning
assumptions and reframing old situations in new ways.
B. Inspirational motivation
D. Intellectual stimulation
E. Individualized consideration
92. _____ involves behaving in ways that help followers achieve their potential through coaching, development,
and mentoring.
93. _____ reduce the importance of the leader while simultaneously providing a direct benefit to employee
performance.
A. Substitutes
B. Directive styles
C. Transactional styles
D. Neutralizers
E. Enhancers
94. Which of the following reduces the importance of the leader with no beneficial impact on performance?
A. Substitutes
B. Transactions
C. Training programs
D. Neutralizers
E. Enhancers
Essay Questions
95. What are the various ways in which leader effectiveness can be gauged?
96. Describe the leader-member exchange theory. Explain the two types of dyads.
97. Critically examine the statement: "Leaders are born, not made."
98. Describe the four leader decision-making styles with examples.
99. Differentiate between consultative style and facilitative style of leader decision- making.
100. Explain the time-driven model of leadership using the seven factors.
101. Differentiate between initiating structure and consideration.
102. How did the Ohio state studies differ from the studies conducted at the University of Michigan with respect
to the relationship between initiating structure and consideration?
103. Describe the life cycle theory of leadership.

104. What is transformational leadership? Describe the "four I's" of transformational leadership.
Chapter 14 Leadership: Styles and Behaviors Answer Key
True / False Questions
1. Leadership is the use of power and influence to direct the activities of followers toward goal attainment.
(p. 450)
TRUE
Leadership is defined as the use of power and influence to direct the activities of followers toward goal
achievement.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 14-01 What is leadership and what does it mean for a leader to be "effective"?
Topic: Leadership: Styles and Behaviors
2. Leader-member exchange theory argues that new leader-member relationships are typically marked by a
(p. 451) role taking phase.
TRUE
Leader-member exchange theory argues that new leader-member relationships are typically marked by a
role taking phase, during which a manager describes role expectations to an employee and the employee
attempts to fulfill those expectations with his or her job behaviors.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
3. The life cycle theory of leadership explains how leader-members relationships develop over time on a
(p. 451) dyadic basis.
FALSE
The leader-member exchange theory describes how leader-member relationships develop over time on a
dyadic basis.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
4. The low-quality exchange dyad is marked by increased exchange of information, influence, latitude,
(p. 452) support, and attention.
FALSE
The low-quality exchange dyad is marked by a more limited exchange of information, influence, latitude,
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
5. Tests of the leader-member exchange theory suggest that employees who are competent, likable, and
(p. 452) similar to the leader in personality will be more likely to end up in the leader's in group.
TRUE
Tests of the leader-member exchange theory suggest that employees who are competent, likable, and
similar to the leader in personality will be more likely to end up in the leader's in group; those factors
have even greater impact than age, gender, or racial similarity.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
6. Traits are more predictive of leader effectiveness than they are of leader emergence.
(p. 453)
FALSE
Most studies have concluded that traits are more predictive of leader emergence (i.e., who becomes a
leader in the first place) than they are of leader effectiveness (i.e., how well people actually do in a
leadership role).
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 14-02 What traits and characteristics are related to leader emergence and leader effectiveness?
Topic: Why are Some Leaders More Effective than Others?
7. The trait-leadership correlations are strong in magnitude when leader effectiveness serves as the
(p. 453) outcome.
FALSE
Many of the trait-leadership correlations are weak in magnitude, particularly when leader effectiveness
serves as the outcome.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
8. Focus on leader traits holds more practical relevance than a focus on leader's actions.
(p. 453)
FALSE
The focus on leader traits holds less practical relevance than a focus on leader actions. Although research
shows that traits can seemingly have an effect on leader effectiveness, these effects are generally
explained much more strongly by leader behavior.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
9. A leader's decision making style captures how a leader decides as opposed to what a leader decides.
(p. 453)
TRUE
Decision making styles capture how a leader decides as opposed to what a leader decides.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 14-03 What four styles can leaders use to make decisions; and what factors combine to make these styles more effective
in a given situation?
10. Autocratic style of leadership is characterized by high follower control.
(p. 454)
FALSE
Autocratic style of leadership is characterized by high leader control and low follower control.
Refer To: Figure 14-2
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
11. With an autocratic style, the employees are asked to generate or evaluate potential solutions.
(p. 454)
FALSE
With an autocratic style, the leader makes the decision alone without asking for the opinions or
suggestions of the employees in the work unit.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
12. Leaders do not make the ultimate decision with a consultative style of decision making.
(p. 455)
FALSE
With a consultative style, the leader presents the problem to individual employees or a group of
employees, asking for their opinions and suggestions before ultimately making the decision him- or
herself.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
13. With a delegative style, the leader plays no role in the deliberations unless asked.
(p. 455)
TRUE
With a delegative style, the leader plays no role in the deliberations unless asked, though he or she may
offer encouragement and provide necessary resources behind the scenes.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
14. Making the correct decision is the ultimate means of judging a leader.
(p. 455)
TRUE
There are many factors to consider when leaders choose a decision-making style. The most obvious
consideration is the quality of the resulting decision, because making the correct decision is the ultimate
means of judging the leader.
AACSB: Analytic
Blooms: Remember
Difficulty: 2 Medium
15. The time-driven model of leadership suggests that the focus should shift away from autocratic,
(p. 455- consultative, facilitative, and delegative situations to autocratic, consultative, facilitative, and delegative
456)
leaders.
FALSE
The time-driven model of leadership suggests that the focus should shift away from autocratic,
consultative, facilitative, and delegative leaders to autocratic, consultative, facilitative, and delegative
situations.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
16. According to the time-driven model of leadership, autocratic styles are used for decisions that are
(p. 457) insignificant.
TRUE
According to the time-driven model of leadership, autocratic styles are reserved for decisions that are
insignificant or for which employee commitment is unimportant.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
17. Leaders who are high on initiating structure play a passive role in directing group activities and often fail
(p. 457) to plan activities.
FALSE
Leaders who are high on initiating structure play a more active role in directing group activities and
prioritize planning, scheduling, and trying out new ideas.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 14-04 What two dimensions capture most of the day-to-day leadership behaviors in which leaders engage?
18. Readiness is defined as the degree to which employees have the ability and willingness to accomplish
(p. 459) specific tasks.
TRUE
Readiness is defined as the degree to which employees have the ability and willingness to accomplish
specific tasks.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
19. Telling is the optimal combination of leader behaviors at the R3 Stage of readiness.
(p. 459)
FALSE
Participating is the optimal combination of leader behaviors at the R3 Stage of readiness.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
20. Transformational leadership represents the carrot-and-stick approach to leadership.

(p. 462)
FALSE
Transactional leadership represents the "carrot-and-stick" approach to leadership, with management-by-

exception providing the "sticks" and contingent reward supplying the "carrots."
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 14-05 How does transformational leadership differ from transactional leadership; and which behaviors set it apart?
21. Transformational leadership is less motivational compared to other managerial approaches.

(p. 462)
FALSE
Transformational leadership is viewed as a more motivational approach to leadership than other

managerial approaches.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
22. Laissez-faire is an active and effective approach to leadership.

(p. 462)
FALSE
Laissez-faire is the least active approach to leadership.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
23. Idealized influence involves behaving in ways that earn the admiration, trust, and respect of followers.
(p. 464)
TRUE
Idealized influence involves behaving in ways that earn the admiration, trust, and respect of followers,
causing followers to want to identify with and emulate the leader.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
24. Inspirational motivation involves behaving in ways that foster an enthusiasm for a shared vision of the
(p. 465) future.
TRUE
Inspirational motivation involves behaving in ways that foster an enthusiasm for and commitment to a
shared vision of the future.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
25. Transformational leadership is strongly related to unit-focused measures of leadership effectiveness than
(p. 468) most other leadership forms.
TRUE
Transformational leadership is more strongly related to unit-focused measures of leadership

effectiveness.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 14-06 How does leadership affect job performance and organizational commitment?
Topic: How Important is Leadership?
26. Employees with transformational leaders tend to have higher levels of task performance.
(p. 469)
TRUE
Employees with transformational leaders tend to have higher levels of task performance and engage in
higher levels of citizenship behaviors.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
27. Transformational leadership has no effect on continuance commitment.

(p. 469)
TRUE
Transformational leadership has no effect on continuance commitment.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
28. Neutralizers reduce the importance of the leader while providing a direct benefit to employee
(p. 470) performance.
FALSE
Neutralizers reduce the importance of the leader but they themselves have no beneficial impact on
performance.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
29. Increasing the time spent on training the leaders can help maximize their effectiveness.
(p. 470)
TRUE
Organizations can maximize the effectiveness of their leaders by spending more time training them.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 14-07 Can leaders be trained to be more effective?
Topic: Application: Leadership Training
30. Leadership training programs often focus on very specific issues, like being a more effective mentor.
(p. 471)
TRUE
Leadership training programs often focus on very specific issues, like conducting more accurate
performance evaluations, being a more effective mentor, structuring creative problem solving, or gaining
more cultural awareness and sensitivity.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 14-07 Can leaders be trained to be more effective?
Topic: Application: Leadership Training
Multiple Choice Questions
31. The leader-member exchange theory argues that:

(p. 451)
A. new relationships between leaders and members are typically marked by a role taking phase.
B. most leaders can judge their performance by referring to the number of companies they have created.
C. leader traits holds more practical relevance than leader actions.
D. the correlations of the trait-leadership magnitude are strong.
E. organizations should limit leader-member exchanges to maximize organizational productivity.
The leader-member exchange theory argues that new leader-member relationships are typically marked
by a role taking phase, during which a manager describes role expectations to an employee and the
employee attempts to fulfill those expectations with his or her job behaviors.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
32. During which phase of the leader-member exchange theory does a manager describe role expectations to
(p. 451) an employee, with the employee attempting to fulfill those expectations with his/her job behaviors?
A. Role taking
B. Role selling
C. Role designing
D. Role making
E. Readiness
The leader-member exchange theory argues that new leader-member relationships are typically marked
by a role taking phase, during which a manager describes role expectations to an employee and the
employee attempts to fulfill those expectations with his or her job behaviors.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
33. During the _____ phase of the leader-member exchange theory, the employee's own expectations for the
(p. 451) dyad get mixed in with those of the leader.
A. role taking
B. role selling
C. participating
D. role making
E. role allocating
During the role making phase of the leader-member exchange theory, the employee's own expectations
for the dyad get mixed in with those of the leader.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
34. The _____ process is marked by a free-flowing exchange in which the leader offers more opportunities
(p. 451) and resources and the employee contributes more activities and effort.
A. role taking
B. role selling
C. participating
D. role making
E. role allocating
The role making process is marked by a free-flowing exchange in which the leader offers more
opportunities and resources and the employee contributes more activities and effort.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
35. According to the leader-member exchange theory, the two general types of leader-member dyads are:
(p. 452)
A. role taking exchange and role selling exchange.

B. high-quality exchange and low-quality exchange.
C. intrinsic and extrinsic.
D. role making and role selling.
E. participating exchange and observing exchange.
Over time, the role taking and role making processes result in two general types of leader-member dyads.
One type is the "high-quality exchange" dyad, marked by the frequent exchange of information,
influence, latitude, support, and attention. The other type is the "low-quality exchange" dyad, marked by
a more limited exchange of information, influence, latitude, support, and attention.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
36. In the leader-member exchange theory, the _____ exchange dyad is marked by the frequent exchange of
(p. 452) information, influence, latitude, support, and attention.
A. participating
B. low-quality
C. intrinsic
D. high-quality
E. extrinsic
The high-quality exchange dyad is marked by the frequent exchange of information, influence, latitude,
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
37. In the leader-member exchange theory, the low-quality exchange dyad forms the leader's:
(p. 452)
A. outgroup.
B. internal attributes.
C. ingroup.
D. levels of mutual trust.
E. obligations.
The low-quality exchange dyad is marked by a more limited exchange of information, influence, latitude,
support, and attention. Those dyads form the leader's outgroup and are characterized by lower levels of
trust, respect, and obligation.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
38. The degree to which the leader's actions result in the achievement of the unit's goals, the continued
(p. 452) commitment of the unit's employees, and the development of mutual trust, respect, and obligation in
leader-member dyads refers to:
A. out-group readiness.
B. leader effectiveness.
C. leader emergence.
D. leader focus.
E. individualized consideration.
Leader effectiveness is defined as the degree to which the leader's actions result in the achievement of
the unit's goals, the continued commitment of the unit's employees, and the development of mutual trust,
respect, and obligation in leader-member dyads.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
39. _____ suggest that leaders are born, not made.

(p. 453)
A. Leader-member exchange theories

B. Ohio State studies of leadership
C. Transformational theories of leadership
D. Contingent theory of leadership
E. Great person theories of leadership
The search for traits and characteristics is consistent with great person theories of leadership that suggest
that leaders are born, not made.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
40. _____ refers to the notion of who becomes a leader rather than how well people do in a leadership role.
(p. 453)
A. Leader efficiency
C. Leader emergence
D. Leader substitution
E. Leader efficacy
Most studies have concluded that traits are more predictive of leader emergence (i.e., who becomes a
leader in the first place) than they are of leader effectiveness (i.e., how well people actually do in a
leadership role).
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
41. Which of the following refers to how well people actually do in a leadership role?
(p. 453)
A. Leader personality
C. Leader emergence
D. Leader perception
E. Leader characteristic
Leader emergence refers to who becomes a leader in the first place whereas leader effectiveness refers to
how well people actually do in a leadership role.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
42. Which of the following characteristics is most closely related to leader effectiveness?
(p. 453)
A. Low agreeableness
B. High conscientiousness
C. High introversion
D. Low neuroticism
E. High openness to experience
High openness to experience, high extraversion, high cognitive ability, high energy level, high stress
tolerance, and high self-confidence are related to leader effectiveness.
Refer: Table 14-2
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
43. A leader's _____ reflects the process that the leader uses to generate and choose from a set of alternatives
(p. 453) to solve a problem.
A. operational efficiency
B. day-to-day behavior
C. Decision-making style
D. emergence style
E. operational style
A leader's decision-making style reflects the process the leader uses to generate and choose from a set of
alternatives to solve a problem.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
44. Which of the following decision-making styles is characterized by the highest level of leader control?
(p. 454)
A. Consultative
B. Autocratic
C. Delegative
D. Facilitative
E. Supportive
The autocratic style of decision-making has the highest leader control compared to other styles.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
45. Which of the following decision-making styles is characterized by the highest level of follower control?
(p. 454)
A. Consultative
B. Autocratic
C. Delegative
D. Facilitative
E. Negotiative
A delegative style is classified as the highest follower control decision-making leadership style.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
46. Percy has built her company by giving special attention to details. She is highly meticulous and
(p. 454) demanding and often imposes her decisions on subordinates. Percy makes use of the _____ style of
decision making.
A. autocratic
B. consultative
C. transformational
D. participative
E. delegative
suggestions of the employees in the work unit. Percy is using such a style in this case.
AACSB: Reflective Thinking

Blooms: Apply
47. Pauline, a department manager at Good Looking Clothes Inc., uses a style of decision-making that
(p. 455) focuses on using the skills, experiences, and ideas of others. The final decision-making power is with
Pauline. However, she does not make major decisions without getting inputs from those that will be
affected. It can be said that she uses the _____ style of leader decision making.
A. autocratic
B. consultative
C. facilitative
D. participative
E. transactional
herself.

Blooms: Apply
48. With a(n) _____ decision-making style, employees have a say in the decision making process but the
(p. 455) ultimate authority still rests with the leader.
A. delegative
B. directive
C. consultative
D. facilitative
E. autocratic
With a consultative style, employees do "have a say" in the decision-making process but the ultimate
authority still rests with the leader.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
49. Ted is a quality control manager at Greenwoods Cement Inc. Any time a problem arises and a decision
(p. 455) needs to be made, he believes in getting his people involved. He would present the problem to his
employees and seek consensus on a solution. He insists in these problem-solving meetings that his
opinion or suggestions carry no more weight than anyone else's. Which of the following is the decision-
making style that Ted is displaying?
A. Consultative
B. Autocratic
C. Delegative
D. Facilitative
E. Negotiative
With a facilitative style, the leader presents the problem to a group of employees and seeks consensus on
a solution, making sure that his or her own opinion receives no more weight than anyone else's.

Blooms: Apply
50. Robert has been newly appointed as the CEO of Textronics Inc. He is still learning how various
(p. 455) departments function in the organization. In such a situation, he relies on the suggestions and opinions of
his team members and lets them do the things the way they are used to, till the time he is able to gain
sufficient knowledge and can suggest some more feasible changes. He does not generally interfere in the
decisions made by the employees but at times shares his past experiences with the employees. It can be
said that Robert had adopted a(n) _____ style of decision-making.
A. autocratic
B. participative
C. consultative
D. delegative
E. negotiative
With a delegative style, the leader gives an individual employee or a group of employees the
responsibility for making the decision within some set of specified boundary conditions. The leader plays
no role in the deliberations unless asked, though he or she may offer encouragement and provide
necessary resources behind the scenes. Robert is using such a style in this situation.

Blooms: Apply
51. Which of the following is the style of decision making where the leader plays no role in deliberations
(p. 455) unless asked?
A. Consultative
B. Autocratic
C. Delegative
D. Facilitative
E. Directive
With a delegative style, the leader plays no role in the deliberations unless asked, though he or she may
offer encouragement and provide necessary resources behind the scenes.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
52. There are many factors to consider when leaders choose a decision-making style. The most obvious
(p. 455) consideration is the:
A. number of people involved in decision making.

B. quality of the resulting decision.
C. number of opinions obtained for making the decision.
D. the style of decision-making.
E. the number of different ideas generated during the process.
There are many factors to consider when leaders choose a decision-making style. The most obvious
consideration is the quality of the resulting decision, because making the correct decision is the ultimate
means of judging the leader.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy

(p. 455) Alexandria, Brittney, Nicole, and Dolce are four managers at Polar Coat Manufacturing. Each in their
department uses a different decision-making style and believes that their style is the best. Alexandria
always presents the problem to her employees, gathers their opinions/suggestions and then makes the
decision herself. Brittney gives her employees the responsibility for making the decision within a set of
specified boundary conditions. Nicole makes the decision without asking her employees for their
opinions/suggestions. Dolce presents the problem to her employees and seeks consensus with an
emphasis that her opinion should only count as important as every other employee's in her department.
Alexandria is displaying _____ style of decision-making.
A. consultative
B. autocratic
C. delegative
D. facilitative
E. directive
herself.

Blooms: Apply

Identify the decision-making style that Brittney is using.
A. Consultative
B. Autocratic
C. Delegative
D. Facilitative
E. Directive
With a delegative style, the leader gives an individual employee or a group of employees the
responsibility for making the decision within some set of specified boundary conditions.

Blooms: Apply
Which of the following is the decision making style that Nicole is displaying?
A. Consultative
B. Autocratic
C. Delegative
D. Facilitative
E. Negotiative
suggestions of the employees in the work unit.

Blooms: Apply
Dolce is displaying _____ decision-making style.
A. consultative
B. autocratic
C. delegative
D. facilitative
E. directive
With a facilitative style, the leader presents the problem to a group of employees and seeks consensus on
a solution, making sure that his or her own opinion receives no more weight than anyone else's.

Blooms: Apply
57. Which of the following factors is included in the time-driven model of leadership?
(p. 456)
A. Intellectual stimulation
B. Shared objectives
C. Idealized influence
D. Individual personality
E. Contingent rewards
The time-driven model of leadership suggests that seven factors combine to make some decision-making
styles more effective in a given situation and other styles less effective. Those seven factors include:
decision significance, importance of commitment, leader expertise, likelihood of commitment, shared
objectives, employee expertise, and teamwork skills.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
58. In the time-driven model of leadership, which style is reserved for decisions that are insignificant or
(p. 457) where employee commitment is unimportant or when the leader's expertise is high and the leader is
trusted?
A. Consultative
B. Autocratic
C. Delegative
D. Facilitative
E. Supportive
According to the time-driven model of leadership, autocratic styles are reserved for decisions that are
insignificant or for which employee commitment is unimportant. The only exception is when the leader's
expertise is high and the leader is trusted. An autocratic style in these situations should result in an
accurate decision that makes the most efficient use of employees' time.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
59. In the time-driven model of leadership, which style is reserved for circumstances in which employees
(p. 457) have strong teamwork skills and are not likely to just commit to whatever decision the leader makes?
A. Consultative
B. Autocratic
C. Delegative
D. Facilitative
E. Negotiative
According to the time-driven model of leadership, delegative styles should be reserved for circumstances
in which employees have strong teamwork skills and are not likely to commit blindly to whatever
decision the leader provides.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
60. In the time-driven model of leadership, which leadership style seems to be overused by managers?
(p. 457)
A. Autocratic
B. Consultative
C. Delegative
D. Facilitative
E. Negotiative
Studies suggest that managers tend to choose the style recommended by the model only around 40
percent of the time and exhibit less variation in styles than the model suggests they should. In particular,
managers seem to overuse the consultative style and underutilize autocratic and facilitative styles.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
61. Which of the following reflects the extent to which the leader defines and structures the roles of
(p. 457) employees in pursuit of goal attainment?
A. Initiating structure
B. Delegative structure
C. Consideration structure
D. Participative structure
E. Transformational structure
Initiating structure reflects the extent to which the leader defines and structures the roles of employees in
pursuit of goal attainment.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
62. _____ reflects the extent to which leaders create job relationships characterized by mutual trust, respect
(p. 458) for employee ideas, and thoughtfulness of employee feelings.
A. Transformation
B. Delegating
C. Consideration
D. Participation
E. Initiating structure
Consideration reflects the extent to which leaders create job relationships characterized by mutual trust,
respect for employee ideas, and consideration of employee feelings.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
63. Joey, the manager of Tarts Inc., has always been supportive toward the employees and used to
(p. 458) understand their feelings. In most occasions, he overlooked their mistakes and gave them opportunities
to develop a friendly atmosphere in office. He often took their work in order to reduce their burden. Joey
would score high on:
B. intermediation.
C. consideration.
D. directive behavior.
E. transactional leadership.
Consideration reflects the extent to which leaders create job relationships characterized by mutual trust,
respect for employee ideas, and consideration of employee feelings. Leaders who are high on
consideration create a climate of good rapport and strong, two-way communication and exhibit a deep
concern for the welfare of employees. They might do personal favors for employees, take time to listen
to their problems, "go to bat" for them when needed, and treat them as equals.

Blooms: Apply
64. Alice has a deep concern for the welfare of her subordinates and she promotes interactive discussions
(p. 458) with them. Alice can be described as a manager who scores high on:
B. autocratic leadership.
C. consideration.
D. managerial control.
E. discipline.
Leaders who are high on consideration create a climate of good rapport and strong, two-way
communication and exhibit a deep concern for the welfare of employees. They might do personal favors
for employees, take time to listen to their problems, "go to bat" for them when needed, and treat them as
equals.

Blooms: Understand
65. Which of the following behaviors, according to the studies at Ohio State, is an initiating structure
(p. 458) behavior?
A. Representation
B. Integration
C. Recognition
D. Organization
E. Membership
Initiating structure behaviors include initiation, organization, and production.
Refer To: Table 14-3
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
66. Which of the following theories is known as the situational model of leadership?
(p. 459)
A. Ohio State Studies

B. University of Michigan Studies
C. Life cycle theory of leadership
D. Time-driven model of leadership
E. Herzberg's two-factor theory
The life cycle theory of leadership is also known as the situational model of leadership. It argues that the
optimal combination of initiating structure and consideration depends on the readiness of the employees
in the work unit.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
67. The life cycle theory of leadership argues that the optimal combination of initiating structure and
(p. 459) consideration depends on the _____ of the employees in the work unit.
A. integration
B. personality
C. organization
D. readiness
E. decision-making style
The life cycle theory of leadership (sometimes also called the situational model of leadership) argues that
the optimal combination of initiating structure and consideration depends on the readiness of the
employees in the work unit.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
68. _____ is broadly defined as the degree to which employees have the ability and the willingness to
(p. 459) accomplish their specific tasks.
A. Integration
B. Effectiveness
C. Efficiency
D. Readiness
E. Emergence
Readiness is broadly defined as the degree to which employees have the ability and the willingness to
accomplish their specific tasks.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
69. According to the life cycle theory of leadership, a group of employees who are working together for the
(p. 459) first time and are eager to begin, but lack the experience and confidence needed to perform their roles are
at which level of readiness?
A. R1
B. R2
C. R3
D. R4
E. R5
R1 refers to a group of employees who are working together for the first time and are eager to begin, but
they lack the experience and confidence needed to perform their roles.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
70. According to the life cycle theory of leadership, _____ leader behavior comprises high initiating
(p. 459) structure and low consideration.
A. telling
B. selling
C. participating
D. delegating
E. performing
At R1 level of readiness, the optimal combination of leader behaviors is telling. Telling is characterized
by high initiating structure and low consideration and the leader provides specific instructions and
closely supervises performance.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
71. According to the life cycle theory of leadership, _____ leader behavior comprises high initiating
(p. 459) structure and high consideration.
A. telling
B. selling
C. participating
D. delegating
E. performing
In the R2 level of readiness, the optimal combination of leader behaviors is selling. Selling involves high
initiating structure and high consideration and the leader supplements his or her directing with support
and encouragement to protect the confidence levels of the employees.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
72. According to the life cycle theory of leadership, participating leader behavior comprises _____ initiating
(p. 459) structure and _____ consideration.
A. moderate; low
B. low; high
C. low; low
D. high; high
At the R3 stage of readiness, participating behavior is appropriate. Participation is characterized by low

initiating structure and high consideration.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
73. Which of the following leader behaviors is characterized by low initiating structure and low
(p. 459) consideration?
A. Telling
B. Selling
C. Delegating
D. Participating
E. Transforming
The optimal combination for the R4 readiness level is delegating. It is characterized by low initiating
structure and low consideration.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
74. According to the life cycle theory of leadership, the optimal combination of leader behavior in the R2
(p. 459) stage is _____.
A. delegating
B. telling
C. selling
D. participating
E. negotiating
In the R2 stage of readiness, the members have begun working together and, as typically happens, are
finding that their work is more difficult than they had anticipated. As eagerness turns to dissatisfaction,
the optimal combination of leader behaviors is selling where the leader supplements his or her directing
with support and encouragement to protect the confidence levels of the employees.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
(p. 459) stage is _____.
A. delegating
B. telling
C. selling
D. participating
E. negotiating
At the R3 stage of readiness, employees have learned to work together well, though they still need
support and collaboration from the leader to help them adjust to their more self-managed state of affairs.
Here participating becomes the optimal combination of leader behaviors.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
(p. 459) stage is _____.
A. delegating
B. telling
C. selling
D. participating
E. negotiating
The optimal combination for the R4 readiness level is delegating such that the leader turns responsibility
for key behaviors over to the employees.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
77. In the _____ leader behavior the leader supplements his or her directing with support and encouragement
(p. 459) to protect the confidence levels of the employees.
A. delegating
B. telling
C. selling
D. participating
E. negotiating
In the selling leader behavior leader supplements his or her directing with support and encouragement to
protect the confidence levels of the employees.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
(p. 459) Ben, Tom, Ron, and Harry are four individuals working at Eva Pure, a bottled water manufacturing
abilities to their jobs. John is the factory manager supervising all the employees including these four.
From a readiness point of view, it can be said that Ben is able but unwilling, Tom is both able and
willing, Ron is neither able nor willing, and Harry is not able but highly willing to take on the
responsibilities. John must respond differently to each of them to get them prepared and get the job done.
Which of the following behaviors would be best suited to deal with Ben's readiness?
A. Delegating
B. Telling
C. Selling
D. Participating
E. Negotiating
Ben is at the R3 stage of readiness. He has learned to work together well, though he still needs support
and collaboration from John to adjust to a more self-managed state of affairs. Here participating becomes
the optimal combination of leader behaviors.

Blooms: Apply
Difficulty: 3 Hard
John's optimal behavior to deal with Ron's readiness should comprise of _____ initiating structure and
_____ consideration.
A. moderate; low
B. low; high
C. low; moderate
D. high; high
Ron is in the R2 stage of readiness. At this stage, the members have begun working together and are
finding that their work is more difficult than they had anticipated. As eagerness turns to dissatisfaction,
the optimal combination of leader behaviors is selling in which the leader supplements his or her
directing with support and encouragement to protect the confidence levels of the employees.

Blooms: Apply
Difficulty: 3 Hard
Harry is at the _____ readiness level.
A. R1
B. R2
C. R3
D. R4
E. R5
R1 refers to a group of employees who are working together for the first time and are eager to begin, but
they lack the experience and confidence needed to perform their roles.

Blooms: Apply
Difficulty: 3 Hard
Which of the following leadership behaviors should John adopt to deal with Tom's readiness?
A. Delegating
B. Telling
C. Selling
D. Participating
E. Negotiating
Tom is at the R4 readiness level. The optimal combination for the R4 readiness level is delegating such
that the leader turns responsibility for key behaviors over to the employees.

Blooms: Apply
Difficulty: 3 Hard
Which of the following leadership behaviors should John adopt to deal with Harry's readiness?
A. Delegating
B. Telling
C. Selling
D. Participating
E. Negotiating
Harry is at the R1 readiness level. Here the optimal combination of leader behaviors is telling in which
case the leader provides specific instructions and closely supervises performance.

Blooms: Apply
Difficulty: 3 Hard
83. _____ leadership involves inspiring followers to commit to a shared vision that provides meaning to their
(p. 462) work while also serving as a role model who helps followers develop their own potential and view
problems from new perspectives.
A. Management-by-exception
C. Transactional
D. Laissez-faire
E. Transformational
Transformational leadership involves inspiring followers to commit to a shared vision that provides
meaning to their work while also serving as a role model who helps followers develop their own
potential and view problems from new perspectives.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
84. Which of the following styles represents avoidance of leadership altogether?
(p. 462)
B. Contingent reward transactional leadership
C. Laissez-faire leadership
Laissez-faire (i.e., hands-off) leadership is the avoidance of leadership altogether.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
85. In case of _____, the leader avoids getting involved when important issues arise and leader's power goes
(p. 462) unutilized.
A. passive management-by-exception
B. transactional leadership
C. laissez-faire leadership
In the laissez-faire leadership style, the leader avoids getting involved when important issues arise.
Important actions are delayed, responsibility is ignored, and power and influence go unutilized.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
86. John believes he has quite a unique style of leadership. He waits around for mistakes and errors from his
(p. 462) employees and then takes corrective action as necessary. Which of the following is John's style of
leadership?
C. Laissez-Faire
With passive management-by-exception, the leader waits around for mistakes and errors, then takes
corrective action as necessary.

Blooms: Understand
87. Sally believes that if there are no actions needed until she receives complaints about someone's
(p. 462) performance. Which of the following styles of leadership is Sally following?
With passive management-by-exception, the leader waits around for mistakes and errors, and then takes
corrective action as necessary.

Blooms: Understand
88. With _____, the leader arranges to monitor mistakes and errors dynamically and takes corrective action
(p. 462) when required.
A. laissez-faire leadership
B. contingent reward leadership
C. passive management-by-exception
With active management-by-exception, the leader arranges to monitor mistakes and errors actively and
takes corrective action when required.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
89. Ben just announced to his employees that if they meet the sales goal for the month of August, they can
(p. 462) have a paid four-day vacation. Which of the following styles of leadership is being used by Ben in this
case?
A. Laissez-faire
E. Transformational
Contingent reward represents a more active and effective brand of transactional leadership, in which the
leader attains follower agreement on what needs to be done using promised or actual rewards in
exchange for adequate performance.

Blooms: Apply
Difficulty: 3 Hard
90. Which of the following represents the carrot-and-stick approach to leadership?
(p. 462)
B. Passive-avoidant leadership
D. Charismatic leadership
Transactional leadership represents the "carrot-and-stick" approach to leadership, with management-by-

exception providing the "sticks" and contingent reward supplying the "carrots."
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
91. _____ involves behaving in ways that challenge followers to be innovative and creative by questioning
(p. 465) assumptions and reframing old situations in new ways.
Intellectual stimulation involves behaving in ways that challenge followers to be innovative and creative
by questioning assumptions and reframing old situations in new ways.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
92. _____ involves behaving in ways that help followers achieve their potential through coaching,
(p. 465) development, and mentoring.
Individualized consideration involves behaving in ways that help followers achieve their potential
through coaching, development, and mentoring.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
93. _____ reduce the importance of the leader while simultaneously providing a direct benefit to employee
(p. 470) performance.
A. Substitutes
B. Directive styles
C. Transactional styles
D. Neutralizers
E. Enhancers
Substitutes reduce the importance of the leader while simultaneously providing a direct benefit to
employee performance.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
94. Which of the following reduces the importance of the leader with no beneficial impact on performance?
(p. 470)
A. Substitutes
B. Transactions
C. Training programs
D. Neutralizers
E. Enhancers
Neutralizers only reduce the importance of the leader; they themselves have no beneficial impact on
performance.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Essay Questions
95. What are the various ways in which leader effectiveness can be gauged?
(p. 450)
Leader effectiveness can be gauged in a number of ways. Leaders might be judged by objective
evaluations of unit performance, such as profit margins, market share, sales, returns on investment,
productivity, quality, costs in relation to budgeted expenditures, and so forth. If those sorts of indices are
unavailable, the leader's superiors may judge the performance of the unit on a more subjective basis.
Other approaches to judging leader effectiveness center more on followers, including indices such as
absenteeism, retention of talented employees, grievances filed, requests for transfer, and so forth. Those
sorts of indices can be complemented by employee surveys that assess the perceived performance of the
leader, the perceived respect and legitimacy of the leader, and employee commitment, satisfaction, and
psychological well-being.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
96. Describe the leader-member exchange theory. Explain the two types of dyads.
(p. 451-
452)
Leader-member exchange theory describes how leader-member relationships develop over time on a
dyadic basis. New leader-member relationships are typically marked by a role taking phase during which
the manager describes the role expectations and the employee attempts to fulfill those expectations with
his or her job behaviors. Eventually, it is supplemented by role making during which employee's own
expectations for the dyad get mixed in with those of the leader. Over time, these processes result in two
general types of dyads. One type is the "high-quality exchange" dyad, marked by the frequent exchange
of information, influence, latitude, support, and attention. Those dyads form the leader's "ingroup" and
are characterized by higher levels of mutual trust, respect, and obligation. The other type is the "low-
quality exchange" dyad, marked by a more limited exchange of information, influence, latitude, support,
and attention. Those dyads form the leader's "outgroup" and are characterized by lower levels of trust,
respect, and obligation.
AACSB: Analytic
Blooms: Understand
97. Critically examine the statement: "Leaders are born, not made."
(p. 453)
After a century of research, leadership scholars now acknowledge that there is no generalizable profile of
effective leaders from a trait perspective. In fact, most studies have concluded that traits are more
predictive of leader emergence (i.e., who becomes a leader in the first place) than they are of leader
effectiveness (i.e., how well people actually do in a leadership role). Students should present their
arguments in agreement with this fact. Student answers will vary for this question.

Blooms: Analyze
Difficulty: 3 Hard
98. Describe the four leader decision-making styles with examples.
(p. 454-
455)
The various leader decision-making styles include:
(1) Autocratic - leader makes the decision without asking employees for their opinions/suggestions.
(2) Consultative - leader presents the problem to the employees, gathers their opinions/suggestions, and
then makes the decision himself/herself; employees "have a say" in the process.
(3) Facilitative - leader presents the problem to employees and seeks consensus with the leader's opinion
only as important as every other employee's.
(4) Delegative - leader gives employees the responsibility for making the decision within some set of
specified boundary conditions.
Student examples will vary.
Feedback: Refer To: Figure 14-2

Blooms: Apply
99. Differentiate between consultative style and facilitative style of leader decision- making.
(p. 455)
herself. With this style, employees do "have a say" in the process, but the ultimate authority still rests
with the leader. That ultimate authority changes with a facilitative style, in which the leader presents the
problem to a group of employees and seeks consensus on a solution, making sure that his or her own
opinion receives no more weight than anyone else's. With this style, the leader is more facilitator than
decision maker.

Blooms: Analyze
100. Explain the time-driven model of leadership using the seven factors.
(p. 455-
456)
The model suggests that the focus should shift away from the leaders to the situations. The seven factors
that guide the situational decision-making styles are:
(1) Decision significance

(2) Importance of commitment
(3) Leader expertise
(4) Likelihood of commitment
(5) Shared objectives
(6) Employee expertise
(7) Teamwork skills
Feedback: Refer: Figure 14-3

Blooms: Understand
101. Differentiate between initiating structure and consideration.

(p. 457-
458)
Initiating structure reflects the extent to which the leader defines and structures the roles of employees in
pursuit of goal attainment. Leaders who are high on initiating structure play a more active role in
directing group activities and prioritize planning, scheduling, and trying out new ideas. They might
emphasize the importance of meeting deadlines, describe explicit standards of performance, ask
employees to follow formalized procedures, and criticize poor work when necessary. On the other hand,
consideration reflects the extent to which leaders create job relationships characterized by mutual trust,
respect for employee ideas, and consideration of employee feelings. Leaders who are high on
consideration create a climate of good rapport and strong, two-way communication and exhibit a deep
concern for the welfare of employees. They might do personal favors for employees, take time to listen
to their problems, support them when needed, and treat them as equals.

Blooms: Analyze
102. How did the Ohio state studies differ from the studies conducted at the University of Michigan with
(p. 458) respect to the relationship between initiating structure and consideration?
The Ohio State studies argued that initiating structure and consideration were (more or less) independent
concepts, meaning that leaders could be high on both, low on both, or high on one and low on the other.
That view differed from a series of studies conducted at the University of Michigan during the same time
period. Those studies identified concepts similar to initiating structure and consideration, calling them
production-centered (or task-oriented) and employee-centered (or relations-oriented) behaviors.
However, the Michigan studies framed their task-oriented and relations-oriented concepts as two ends of
one continuum, implying that leaders couldn't be high on both dimensions.

Blooms: Analyze
103. Describe the life cycle theory of leadership.

(p. 459,
461)
The life cycle theory of leadership (sometimes also called the situational model of leadership) argues that
the optimal combination of initiating structure and consideration depends on the readiness of the
employees in the work unit. Readiness is broadly defined as the degree to which employees have the
ability and the willingness to accomplish their specific tasks.

Blooms: Remember
Difficulty: 1 Easy
104. What is transformational leadership? Describe the "four I's" of transformational leadership.
(p. 462,
464)
Transformational leadership involves inspiring followers to commit to a shared vision that provides
meaning to their work while also serving as a role model who helps followers develop their own
potential and view problems from new perspectives. The "four I's" are:
(1) Idealized influence

(2) Inspirational motivation
(3) Intellectual stimulation
(4) Individualized consideration
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy

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Chapter 14

Leadership: Styles and Behaviors

True / False Questions

10. Autocratic style of leadership is characterized by high follower control.

21. Transformational leadership is less motivational compared to other managerial approaches.

22. Laissez-faire is an active and effective approach to leadership.

27. Transformational leadership has no effect on continuance commitment.

31. The leader-member exchange theory argues that:

A. role taking exchange and role selling exchange.

A. Leader-member exchange theories

A. number of people involved in decision making.

53. Scenario: Polar Coat Manufacturing

Identify the decision-making style that Brittney is using.

55. Scenario: Polar Coat Manufacturing

A. Ohio State Studies

78. Scenario: Eva Mineral Water, Inc.

80. Scenario: Eva Mineral Water, Inc.

Harry is at the _____ readiness level.

82. Scenario: Eva Mineral Water, Inc.

90. Which of the following represents the carrot-and-stick approach to leadership?

103. Describe the life cycle theory of leadership.

True / False Questions

Refer To: Figure 14-2

Participating is the optimal combination of leader behaviors at the R3 Stage of readiness.

20. Transformational leadership represents the carrot-and-stick approach to leadership.

Transactional leadership represents the "carrot-and-stick" approach to leadership, with management-by-

21. Transformational leadership is less motivational compared to other managerial approaches.

Transformational leadership is viewed as a more motivational approach to leadership than other

22. Laissez-faire is an active and effective approach to leadership.

Laissez-faire is the least active approach to leadership.

Transformational leadership is more strongly related to unit-focused measures of leadership

27. Transformational leadership has no effect on continuance commitment.

Transformational leadership has no effect on continuance commitment.

Refer To: Figure 14-7

Multiple Choice Questions

31. The leader-member exchange theory argues that:

A. role taking exchange and role selling exchange.

39. _____ suggest that leaders are born, not made.

A. Leader-member exchange theories

Refer: Table 14-2

Refer To: Figure 14-2

Refer To: Figure 14-2

AACSB: Reflective Thinking

AACSB: Reflective Thinking

AACSB: Reflective Thinking

AACSB: Reflective Thinking

A. number of people involved in decision making.

53. Scenario: Polar Coat Manufacturing

AACSB: Reflective Thinking

54. Scenario: Polar Coat Manufacturing

Identify the decision-making style that Brittney is using.

AACSB: Reflective Thinking

AACSB: Reflective Thinking

AACSB: Reflective Thinking

AACSB: Reflective Thinking

AACSB: Reflective Thinking

Initiating structure behaviors include initiation, organization, and production.

Refer To: Table 14-3