CH 12 Leadership

Organizational Behavior, 14e (Robbins/Judge) Chapter 12 Basic Approaches to Leadership 1) John Kotter's view argues that management focuses on coping with complexity, whereas leadership focuses on coping with ________. A) conflict B) success C) defeat D) morale E) change Answer: E Explanation: Management, according to John Kotter of the Harvard Business School, pertains to coping with complexity. By drawing up formal plans, designing rigid organizational structures, and monitoring results against these plans, good managers create order and maintain consistency. In contrast, Kotter defines leadership as the ability to deal effectively with change. When leaders develop a vision of the future, they establish a new direction by bringing people together and inspiring them to overcome obstacles. Diff: 2 Page Ref: 376 Topic: What Is Leadership? Skill: AACSB: Communication Objective: Management and Leadership Quest. Category: Concept/Definitional LO: 1 2) Leadership is best defined as ________. A) the ability to influence a group in goal achievement B) keeping order and consistency in the midst of change C) implementing the vision and strategy provided by management D) coordinating and staffing the organization and handling day-to-day problems E) not a relevant variable in modern organizations Answer: A Explanation: Leadership is defined as the ability to influence a group toward the achievement of a vision or set of goals. Management, on the other hand, relates primarily to maintaining order and consistency. Good leaders establish a vision and inspire others to follow a new direction to achieve these goals. Diff: 2 Page Ref: 376 Topic: What Is Leadership? Skill: AACSB: Communication Objective: Leadership Quest. Category: Concept/Definitional LO: 1

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3) Which of the following statements regarding leadership is true? A) All leaders are managers. B) Formal rights enable managers to lead effectively. C) All managers are leaders. D) All leaders are hierarchically superior to followers. E) Nonsanctioned leadership is as important as or more important than formal influence. Answer: E Explanation: Although some leaders emerge after rising through the ranks of an organization, many others result from nonsanctioned leadership–the ability to influence that arises outside the formal structure of the organization. Nonsanctioned leadership is often as important or more important than formal influence. Not all gifted leaders are competent managers, and not all great managers are inspired leaders. Formal appointment to a leadership position does not guarantee effective leadership. Diff: 3 Page Ref: 377 Topic: What Is Leadership? Skill: AACSB: Analytic Skills Objective: Leadership Quest. Category: Critical Thinking LO: 1 4) Which theory differentiates leaders from nonleaders by focusing on personal qualities and characteristics? A) Fiedler's perspective B) characteristic theory C) LPC D) contingency theory E) trait theory Answer: E Explanation: Trait theory focuses on personal qualities and characteristics. Researchers study personal, social, physical, or intellectual qualities possessed by great leaders that distinguish them from nonleaders. Many strong leaders throughout history, including Buddha, Napoleon, Mao, Churchill, Roosevelt, and Reagan have been described in terms of their traits, and the earliest stages of leadership research sought to uncover unique sets of traits exemplified by great leaders. Diff: 1 Page Ref: 377 Topic: Trait Theories Skill: AACSB: Communication Objective: Trait Theories Quest. Category: Concept/Definitional LO: 2


5) According to a comprehensive review of the leadership literature, what is the most important trait of effective leaders? A) conscientiousness B) openness C) extraversion D) agreeableness E) emotional stability Answer: C Explanation: Years of accumulated research pertaining to trait theory has found extraversion to be the most important trait possessed by strong leaders. Extraversion is strongly related to leader emergence, although it does not necessarily predict leader effectiveness. Sociable and dominant people are more likely to assert themselves in group situations, and leaders who like being around people and are able to assert themselves have an apparent advantage over those who are more introverted. Diff: 1 Page Ref: 378 Topic: Trait Theories Skill: AACSB: Analytic Skills Objective: Trait Theories Quest. Category: Concept/Definitional LO: 2 6) Recent studies indicate that ________ may indicate effective leadership. A) an endless supply of terrific ideas B) a compelling vision C) a highly analytical mind D) outstanding training E) emotional intelligence Answer: E Explanation: Emotional intelligence (EI) is vital to effective leadership because leaders who possess emotional intelligence also have empathy for their followers. Empathetic leaders are better at listening to others and can sense their needs and read their reactions. These qualities are increasingly important as a potential leader moves up within an organization. Diff: 1 Page Ref: 378 Topic: Trait Theories Skill: AACSB: Communication Objective: Emotional Intelligence and Trait Theories Quest. Category: Concept/Definitional LO: 2


7) Emotional intelligence is so critical to effective leadership because one of its core components is ________. A) conscientiousness B) empathy C) openness D) extroversion E) agreeableness Answer: B Explanation: When leaders show empathy, caring about their followers and the obstacles they may face, these leaders are often rewarded with greater loyalty. Empathetic leaders are better able to listen to their followers, gain a sense of their needs, and anticipate their reactions in advance. Followers of an empathetic leader are more willing to stay with him or her during turbulent times. Diff: 1 Page Ref: 378 Topic: Trait Theories Skill: AACSB: Analytic Skills Objective: Trait Theories Quest. Category: Concept/Definitional LO: 2 8) There is fairly strong evidence that traits can predict ________ more accurately than leadership effectiveness. A) leadership emergence B) extroversion in leaders C) leadership awareness D) leadership competence E) the conscientiousness of leaders Answer: A Explanation: Generally speaking, traits can be used to predict leadership propensity. However, current studies have concluded that trait research does a better job predicting leader emergence than leader effectiveness. Although a potential leader may possess an ideal set of traits, he or she may not be successful at directing others to achieve goals. Diff: 2 Page Ref: 378 Topic: Trait Theories Skill: AACSB: Analytic Skills Objective: Trait Theories Quest. Category: Concept/Definitional LO: 2


9) If trait theories of leadership are valid, then leaders are ________. A) trained B) born C) authoritarian D) educated E) grown Answer: B Explanation: Trait theories of leadership focus on personal, social, physical, or intellectual attributes possessed by great leaders. These attributes, or traits, are innate and present at birth. Proponents of trait theories of leadership argue that possession of these particular traits determines who will become a strong leader. Diff: 2 Page Ref: 377-378 Topic: Trait Theories Skill: AACSB: Analytic Skills Objective: Trait Theories Quest. Category: Concept/Definitional LO: 2 10) If behavioral leadership theories are correct, then ________. A) leadership behaviors are consistent B) leaders are born with leadership behaviors C) leaders' behavior should be altered D) leadership can be taught E) women generally make better leaders than men Answer: D Explanation: Behavioral studies of leadership investigate how great leaders act or behave. Strong leaders seem to exhibit structuring behaviors, defining roles in the search for goal attainment, or considering behaviors, forming relationships which center on mutual trust and respect. If these successful leadership behaviors can be learned, then behavioral theory suggests that people may be taught to be great leaders. Diff: 2 Page Ref: 380 Topic: Behavioral Theories Skill: AACSB: Analytic Skills Objective: Behavioral Theories Quest. Category: Concept/Definitional LO: 3


11) The two dimensions of leadership behavior explained in the Ohio State studies are ________. A) coercion and motivation B) concern for people and concern for production C) employee-oriented and production-oriented D) initiating structure and consideration E) operant conditioning and classical conditioning Answer: D Explanation: Seeking to identify independent dimensions of leader behavior, the Ohio State Studies determined that two dimensions accounted for most effective leadership behavior: initiating structure and consideration. Initiating structure is the extent to which leaders are likely to define and structure their roles and those of their employees in the search for goal attainment. Consideration is the extent to which a leader's job relationships are characterized by mutual trust, respect for employees’ ideas, and regard for their feelings. Diff: 2 Page Ref: 380 Topic: Behavioral Theories Skill: AACSB: Analytic Skills Objective: Ohio State Studies Quest. Category: Concept/Definitional LO: 3 12) A leader high in initiating structure would do which of the following? A) seek consensus B) exhibit laissez- faire type of leadership C) maximize leader- member relations D) assign group members to particular tasks E) empower employees to make their own decisions Answer: D Explanation: Initiating structure is the extent to which leaders define and structure their roles and the roles of their employees in the search for goal attainment. It includes behavior that attempts to organize work, relationships, and goals. A leader who assigns group members to particular tasks, expects workers to maintain definite standards of performance, and emphasizes the meeting of deadlines would be considered high in initiating structure. Leaders who display high initiating structure tend to enjoy higher levels of group and organizational productivity and more positive performance evaluations. Diff: 2 Page Ref: 380 Topic: Behavioral Theories Skill: AACSB: Analytic Skills Objective: Initiating Structure Quest. Category: Concept/Definitional LO: 3


13) According to the Ohio State studies, the extent to which a leader is likely to have job relationships characterized by mutual trust and respect for his/her employees is ________. A) consideration B) matrix C) consensus-building D) LPC E) maximization Answer: A Explanation: In behavioral leadership theory, consideration is defined as the exte nt to which a person's job relationships are characterized by mutual trust, respect for employees’ ideas, and regard for their feelings. A leader high in consideration helps employees with personal problems, is friendly and approachable, treats all employees as equals, and expresses appreciation and support. In recent studies, followers of leaders high in consideration were more satisfied with their jobs, more motivated to complete tasks, and had more respect for their leaders. Diff: 2 Page Ref: 380 Topic: Behavioral Theories Skill: AACSB: Analytic Skills Objective: Consideration Quest. Category: Concept/Definitional LO: 3 14) The two dimensions of leadership behavior identified in the University of Michigan studies are ________. A) coercion and motivation B) emotional and rational C) employee-oriented and production-oriented D) initiating structure and consideration E) initiation and completion Answer: C Explanation: Leadership studies at the University of Michigan’s Survey Research Center found two important behavioral characteristics displayed by effective leaders. These two behavioral dimensions pointed to employee-oriented leaders and production-oriented leaders. Employeeoriented leaders emphasized interpersonal relationships by taking a personal interest in the needs of their employees and accepting individual differences among them. In contrast, productionoriented leaders emphasized the technical or task aspects of the job, focusing on accomplishing their group’s tasks. Diff: 2 Page Ref: 380 Topic: Behavioral Theories Skill: AACSB: Analytic Skills Objective: University of Michigan Studies Quest. Category: Concept/Definitional LO: 3


15) The University of Michigan studies define a(n) ________ leader as one who takes a personal interest in the needs of his/her subordinates. A) LMX B) contextual C) employee-oriented D) consensus-building E) consummate Answer: C Explanation: The University of Michigan Studies emphasized two behavioral dimensions common to successful leaders: employee-oriented leaders and production-oriented leaders. Employee-oriented leaders develop strong interpersonal relationships by taking a personal interest in the needs of their employees and accepting their individual differences. Employeeoriented leadership is closely related to consideration, the effective leadership dimension proposed by the Ohio State Studies. Diff: 2 Page Ref: 380 Topic: Behavioral Theories Skill: AACSB: Analytic Skills Objective: Employee-Oriented Leaders Quest. Category: Concept/Definitional LO: 3 16) If a leader's main concern is accomplishing his/her group's tasks, the University of Michigan studies label this leader ________. A) consideration-oriented B) managerial C) ineffective D) high achieving E) production-oriented Answer: E Explanation: The University of Michigan Studies emphasized two behavioral dimensions common to successful leaders: employee-oriented leaders and production-oriented leaders. Production-oriented leaders emphasize the technical or task completion aspects of the job, focusing on the accomplishment of goals. Production-oriented leadership is closely related to initiating structure, the effective leadership dimension proposed by the Ohio State Studies. Diff: 2 Page Ref: 380 Topic: Behavioral Theories Skill: AACSB: Analytic Skills Objective: Production-Oriented Leaders Quest. Category: Concept/Definitional LO: 3


17) All contingency theories are based on the idea that effective leadership performance depends on ________. A) the proper match between the leader's style and the control the situation gives the leader B) selecting the right leadership style based on the level of the followers' readiness C) using a leadership style that is appropriate to the situational conditions D) making use of the best path for the goal that is identified E) none of the above Answer: C Explanation: Numerous studies have shown that predicting leadership success is more complex than isolating a few traits or behaviors, since leadership styles that are effective in ver y bad times or in very good times do not necessarily translate into long-term success. This idea led researchers to change their focus from trait and behavior theories to situational influences on leadership styles, also known as contingency theory. Diff: 3 Page Ref: 381 Topic: Contingency Theories: Fiedler Model and Situational Leadership Theory Skill: AACSB: Analytic Skills Objective: Contingency Models Quest. Category: Concept/Definitional LO: 4 18) The first comprehensive contingency model for lead ership was developed by ________. A) Hersey and Blanchard B) Blake and Mouton C) Fred Fiedler D) John Kotter E) Douglas Surber Answer: C Explanation: The first comprehensive contingency model for leadership was developed by Fred Fiedler. Fiedler believes that a key factor in leadership success is the individual’s basic leadership style. According to the Fiedler contingency model, effective group performance depends on the proper match between the leader’s style and the degree to which the situation gives the leader control. Diff: 2 Page Ref: 381-382 Topic: Contingency Theories: Fiedler Model and Situational Leadership Theory Skill: AACSB: Communication Objective: Fiedler Contingency Model Quest. Category: Concept/Definitional LO: 4


19) Which model represents the theory that effective group performance depends on the proper match between a leader's style and the degree to which the situation gives control to the leader? A) Leader-Member Exchange Model B) Fiedler's Contingency Model C) Hersey and Blanchard's Situational Leadership Model D) Vroom and Yetton's Leader-Participation Model E) none of the above Answer: B Explanation: According to Fiedler's Contingency Model, the key factor predicting leadership success is the individual’s basic leadership style. Since Fiedler assumes an individual’s leadership style is fixed, effective group performance depends on the proper match between the leader’s style and the degree to which the situation gives the leader control. If a situation requires a task-oriented leader, for example, and the person in the leadership position is relationship oriented, either the situation has to be modified or the leader has to be replaced. Diff: 2 Page Ref: 381 Topic: Contingency Theories: Fiedler Model and Situational Leadership Theory Skill: AACSB: Communication Objective: Fiedler Contingency Model Quest. Category: Concept/Definitional LO: 4 20) Who developed the LPC (least preferred co-worker) questionnaire? A) Wachner B) Fiedler C) House D) Blake and Mouton E) Surber Answer: B Explanation: Fiedler believes a key factor in leadership success is the individual’s basic leadership style, and he created the least preferred coworker (LPC) questionnaire to identify that style. The LPC questionnaire measures whether a person is task- or relationship-oriented by asking respondents to think of all the coworkers they have ever had and describe the one person they least enjoyed working with. Respondents then rate that person on a scale of 1 to 8 for each of 16 sets of contrasting adjectives. If you describe the person you are least able to work with in favorable terms (a high LPC score), Fiedler would label you relationship-oriented. In contrast, if you see your least-preferred coworker in relatively unfavorable terms (a low LPC score), you are primarily interested in productivity and are task-oriented. Diff: 2 Page Ref: 381-382 Topic: Contingency Theories: Fiedler Model and Situational Leadership Theory Skill: AACSB: Communication Objective: Least Preferred Coworker Quest. Category: Concept/Definitional LO: 4


21) In Fiedler's model, if a respondent describes his or her least preferred co-worker in relatively positive terms, then the respondent is considered to be ________. A) relationship-oriented B) people-oriented C) consensus-building D) consideration- focused E) unrealistic Answer: A Explanation: Fiedler's least preferred coworker (LPC) questionnaire measures whether a person is task- or relationship-oriented by asking respondents to rate their least favorite coworker. If respondents describe their least favorite coworker in favorable terms (a high LPC score), they are probably relationship-oriented. In contrast, respondents who describe their least-preferred coworker in unfavorable terms (a low LPC score) are viewed as primarily interested in productivity and as being task-oriented. Diff: 3 Page Ref: 382 Topic: Contingency Theories: Fiedler Model and Situational Leadership Theory Skill: AACSB: Analytic Skills Objective: Least Preferred Coworker Quest. Category: Concept/Definitional LO: 4 22) If a survey respondent sees his or her least preferred co-worker in unfavorable terms, Fiedler would categorize the respondent as ________. A) overly critical B) task-oriented C) emotionally deficient D) insightful E) laissez-faire Answer: B Explanation: Fiedler's least preferred coworker (LPC) questionnaire measures whether a person is task- or relationship-oriented by asking respondents to rate their least favorite coworker. Respondents who describe their least-preferred coworker in unfavorable terms (a low LPC score) are viewed as primarily interested in productivity and as being task-oriented. Conversely, respondents who describe their least- favorite coworker in favorable terms (a high LPC score) are considered to be relationship-oriented. Diff: 2 Page Ref: 382 Topic: Contingency Theories: Fiedler Model and Situational Leadership Theory Skill: AACSB: Analytic Skills Objective: Least Preferred Coworker Quest. Category: Concept/Definitional LO: 4


23) Fiedler labels the degree of confidence, trust, and respect that subordinates have in their leader as ________. A) leader- member relations B) relationship orientation C) positional power D) employee-orientation E) none of the above Answer: A Explanation: Fiedler introduced the least preferred coworker (LPC) questionnaire to determine an individual’s basic leadership style in order to match the leader with his or her ideal situation. Fiedler identified three contingency or situational dimensions, includ ing leader- member relations, task structure, and position power. Leader- member relations is the degree of confidence, trust, and respect members have in their leader. Diff: 1 Page Ref: 382 Topic: Contingency Theories: Fiedler Model and Situational Leaders hip Theory Skill: AACSB: Communication Objective: Leader-Member Relations Quest. Category: Concept/Definitional LO: 4 24) The degree to which job assignments are procedurized is classified in the Fiedler model as ________. A) leader- member relations B) task orientation C) task structure D) initiating structure E) productivity oriented Answer: C Explanation: Fiedler identified three contingency or situational dimensions in which certain types of leaders might excel or fail, including leader- member relations, task structure, and position power. Task structure is the degree to which job assignments are procedurized (that is, structured or unstructured). Leaders who are task-oriented, Fielder proposes, perform best when the situation is very favorable or very unfavorable. Diff: 2 Page Ref: 382 Topic: Contingency Theories: Fiedler Model and Situational Leadership Theory Skill: AACSB: Communication Objective: Task Structures Quest. Category: Concept/Definitional LO: 4


25) Based on the contingency theory, if the leadership style does not match the situation, you should ________. A) change the leader to fit the situation B) change the situation to fit the leader C) accept this circumstance as unchangeable D) either A or B E) retrain the leader in a more appropriate style Answer: D Explanation: Since Fiedler views an individual’s leadership style as fixed, there are only two ways to improve leader effectiveness, according to his contingency theory. First, an organization may change leaders to fit the existing situation. Alternatively, organizations may choose to change the situation to fit the leader by restructuring tasks or increasing or decreasing the leader’s power. Diff: 2 Page Ref: 383 Topic: Contingency Theories: Fiedler Model and Situatio nal Leadership Theory Skill: AACSB: Analytic Skills Objective: Matching Leaders and Situations Quest. Category: Application LO: 4 26) Hersey and Blanchard developed which of the following? A) situational leadership theory B) cognitive resource theory C) managerial grid model D) path- goal theory E) cognitive orientation model Answer: A Explanation: Developed by Hersey and Blanchard, situational leadership theory (SLT) focuses on the followers. It says successful leadership is achieved by selecting the right leadership style contingent on the followers' readiness, or the extent to which they are willing and able to accomplish a specific task. A leader should choose one of four behaviors depending on follower readiness. Diff: 2 Page Ref: 384 Topic: Contingency Theories: Fiedler Model and Situational Leadership Theory Skill: AACSB: Communication Objective: Situational Leadership Theory Quest. Category: Concept/Definitional LO: 4


27) Hersey and Blanchard's leadership theory differs from other leadership theories primarily because it ________. A) explores the role of the expectations of the leader for the follower B) focuses on the followers C) holds that leadership style should be dependent on the situation D) is normative E) deals strictly and exclusively with contingencies Answer: B Explanation: Unlike other leadership theories, Hersey and Blanchard's situational leadership theory (SLT) focuses on the followers. Successful leadership, according to SLT, is achieved when the right leadership style is paired with the followers' readiness, or their level of willingness or ability to accomplish specific tasks. Depending on follower readiness, a leader should choose one of four behaviors. Diff: 2 Page Ref: 384 Topic: Contingency Theories: Fiedler Model and Situational Leadership Theory Skill: AACSB: Analytic Skills Objective: Situational Leadership Theory Quest. Category: Concept/Definitional LO: 4 28) According to Hersey and Blanchard, readiness encompasses the ________. A) degree of confidence, trust, and respect members have in their leader B) amount of influence a leader has over variables such as hiring, firing, and salaries C) level of morale and satisfaction of the employees D) ability and willingness of the followers to accomplish a task E) all of the above Answer: D Explanation: According to Hersey and Blanchard's situational leadership theory (SLT), successful leadership is accomplished when the right leadership style is paired with the followers' readiness, or their level of willingness or ability to accomplish specific tasks. Diff: 2 Page Ref: 384 Topic: Contingency Theories: Fiedler Model and Situational Leadership Theory Skill: AACSB: Analytic Skills Objective: Readiness Quest. Category: Concept/Definitional LO: 4


29) What theory was developed by Robert House? A) cognitive resource model B) decision theory C) leader- member exchange theory D) path- goal theory E) situational leadership theory Answer: D Explanation: Developed by Robert House, path- goal theory builds on the Ohio State leadership research on initiating structure and consideration and the expectancy theory of motivation. Pathgoal theory proposes that it’s the leader’s job to provide followers with the information, support, or other resources necessary to achieve their goals. Effective leaders help their followers by reducing obstacles in their paths so they may achieve work goals. Diff: 2 Page Ref: 384 Topic: Contingency Theories: Fiedler Model and Situational Leadership Theory Skill: AACSB: Communication Objective: Path-Goal Theory Quest. Category: Concept/Definitional LO: 4 30) What is the main principle of path-goal theory? A) Successful leadership is achieved by selecting the right leadership style. B) Stress is a form of situational unfavorableness and a leader's reaction to it depends on his or her intelligence and experience. C) Effective group performance depends on the proper match between the leader's style and the degree to which the situation gives control to the leader. D) Leaders establish a special relationship with a small group of their followers because of time pressures. E) The leader is responsible for providing followers with the information, support, or other resources necessary for them to do their jobs. Answer: E Explanation: Path- goal theory proposes that it’s the leader’s job to provide followers with information, support, or other resources necessary to achieve their goals. Depending on a complex analysis of the situation, a leader should adjust his or her leadership s tyle to be more directive, supportive, participative, or achievement-oriented. Effective leaders help their followers by reducing obstacles in their paths so they may achieve work goals more easily. Diff: 2 Page Ref: 385-386 Topic: Contingency Theories: Fiedler Model and Situational Leadership Theory Skill: AACSB: Analytic Skills Objective: Path-Goal Theory Quest. Category: Concept/Definitional LO: 4


31) Which of the following is not an example of a prediction based on path-goal theory? A) Subordinates with an internal locus of control will be more satisfied with a directive style. B) Directive leadership leads to greater satisfaction when tasks are ambiguous or stressful. C) Supportive leadership results in high employee performance when performing structured tasks. D) Directive leadership is likely to be perceived as redundant by employees with a lot of experience. E) All of the above are examples of predictions based on path- goal theory. Answer: A Explanation: According to path- goal theory, ideal leadership depends on complex analysis of the situation. It theorizes that directive leadership yields greater satisfaction when tasks are ambiguous or stressful. Supportive leadership is most effective when employees are performing structured tasks, and directive leadership is likely to be perceived as redundant among employees with high ability or considerable experience. Diff: 3 Page Ref: 385 Topic: Contingency Theories: Fiedler Model and Situational Leadership Theory Skill: AACSB: Analytic Skills Objective: Path-Goal Theory Predictions Quest. Category: Critical Thinking LO: 4 32) The leader-participation model was developed by ________. A) Hersey and Blanchard B) Fred Fiedler C) Blake and Mouton D) Vroom and Yetton E) Douglas and Surber Answer: D Explanation: Developed by Vroom and Yetton, the leader-participation model proposes that the way a leader makes decisions is as important as what he or she decides. Leaders must adjust their behavior to reflect the task structure. The leader-participation model provides a decision tree of seven contingencies and five leadership styles for determining the ideal form and amount of participation in decision making. Diff: 2 Page Ref: 385 Topic: Decision Theory; Vroom and Yetton's Leader-Participation Model Skill: AACSB: Communication Objective: Leadership-Participation Model Quest. Category: Concept/Definitional LO: 4


33) Which of the following theories argues that because of time pressures, leaders establish a special relationship with a small group of their subordinates? A) situational leadership theory B) leader- member exchange C) path-goal D) expectancy E) contingency Answer: B Explanation: Leader–member exchange (LMX) theory proposes that, because of time pressures, leaders establish a special relationship with a small group of their followers. These individuals make up the in- group. Members of the in- group are trusted, get a disproportionate amount of the leader’s attention, and are more likely to receive special privileges. Other followers fall into the out- group. Diff: 1 Page Ref: 386 Topic: Leader-Member Exchange (LMX) Theory Skill: AACSB: Communication Objective: Leader-Member Exchange Theory Quest. Category: Concept/Definitional LO: 4 34) According to LMX theory, a leader implicitly categorizes followers as "in" or "out" ________. A) after careful analysis B) on a temporary basis C) early in the interaction D) because of political pressure E) based on job requirements Answer: C Explanation: Leader- member exchange theory (LMX) proposes that early in the leader-follower relationship, the leader categorizes the follower as an ―in‖ or an ―out,‖ and this determination remains stable over time. Leaders reward those employees with whom they want a closer linkage and punish those with whom they do not. Evidence suggests that in- group members have demographic, attitude, and personality characteristics similar to the leader’s or a higher level of competence than out- group members. Diff: 1 Page Ref: 386 Topic: Leader-Member Exchange (LMX) Theory Skill: AACSB: Communication Objective: Leader-Member Exchange Theory Quest. Category: Concept/Definitional LO: 4


35) Which of the following is not a key characteristic of a charismatic leader? A) sensitivity to follower needs B) unconventional behavior C) vision and articulation D) task orientation E) willingness to take risks Answer: D Explanation: Charismatic leadership theory, developed by Robert House, is based on the idea that when followers observe certain behaviors displayed by a leader, they view that leader as having extraordinary or even heroic leadership abilities. Recent studies have sought to identify these specific behaviors. Charismatic leaders appear to possess key characteristics, including sensitivity to follower needs, unconventional behavior, vision and articulation, and willingness to take risks. Diff: 1 Page Ref: 387-388 Topic: Application of Charisma and Transactional and Transformational Leaders Skill: AACSB: Analytic Skills Quest. Category: Concept/Definitional LO: 5 36) Leaders who clarify role and task requirements to accomplish established goals exhibit a _________ style of leadership. A) transformational B) transactional C) charismatic D) self- initiating E) situational Answer: B Explanation: Recent studies, including the Ohio State Studies, Fiedler’s model, and path-goal theory, have focused on the differences between transformational leaders and transactional leaders. In contrast to transformational leaders who inspire their followers to transcend their selfinterests for the good of the organization, transactional leaders encourage their followers to achieve goals by defining specific goals and task requirements. Diff: 1 Page Ref: 390-391 Topic: Application of Charisma and Transactional and Transformational Leaders Skill: AACSB: Analytic Skills Quest. Category: Concept/Definitional LO: 5


37) Which of the following would not be a likely outcome of a workplace governed by a transformational leader? A) lower employee morale B) lower employee stress C) higher productivity D) lower turnover rates E) higher employee satisfaction Answer: A Explanation: Transformational leaders can have an extraordinary effect on their followers, inspiring them toward selfless goals that benefit the larger organization. These types of leaders inspire their followers by paying attention to their concerns, helping them rethink old problems in new ways, and encouraging them to achieve goals as a group. As a result, transformational leadership is strongly correlated with lower turnover rates, higher productivity, lower employee stress and burnout, and higher employee satisfaction. Diff: 1 Page Ref: 390 Topic: Application of Charisma and Transactional and Transformational Leaders Skill: AACSB: Analytic Skills Quest. Category: Concept/Definitional LO: 5 38) Richard is a transactional leader who has just assigned a series of tasks to a project team. Which of the following is most likely to be true about the team's performance under Richard's guidance? A) They will set new standards of productivity for the department, exceeding Richard's expectations. B) They will meet the goals set for them but are unlikely to go beyond those goals. C) They will tend to be unclear about the roles assigned to each team member. D) They will be highly motivated by what they view as Richard's heroic or extraordinary qualities. E) They will tend to put their individual self- interest above the interests of the company. Answer: B Explanation: Transactional leaders set goals for their employees and define role s and expectations. Unlike transformational leaders, however, transactional leaders are unlikely to motivate their employees to exceed expectations or go beyond the call of duty. Diff: 2 Page Ref: 390-391 Topic: Application of Charisma and Transactional and Transformational Leaders Skill: AACSB: Analytic Skills Quest. Category: Application LO: 5


39) Researchers are conducting a study of a company called Acme Corp, which they believe to be led by a transformational leader. Which of the following, if true, would most support the conclusion that Acme's leader is a transformational leader? A) Acme's top managers often conflict over defining the organization’s goals. B) Acme's goals tend to be very ambitious and to hold personal value for employees. C) Creativity is discouraged among Acme employees. D) Acme managers are cautious and rarely take risks. E) Acme's compensation plans are designed to reward short-term results. Answer: B Explanation: The followers of transformational leaders tend to pursue ambitious goals and to believe that the goals they are pursuing are personally important. There tends to be consensus among managers under this leadership style, and creativity in employees is encouraged. Managers are more likely to take risks, and compensation plans emphasize long-term results. Diff: 2 Page Ref: 392 Topic: Application of Charisma and Transactional and Transformational Leaders Skill: AACSB: Communication Quest. Category: Critical Thinking LO: 5 40) Two companies, Roland Media and Go! Corp, are both headed by transformational leaders. However, Roland Media showed much greater profitability over a 5-year time period than did Go! Corp. Which of the following best explains why Roland Media performed better than Go! Corp under transformational leadership? A) Go! Corp’s leader regularly interacts with the company’s workforce to make decisions, whereas Roland Media’s leader must go through a complex bureaucratic structure. B) Unlike Go! Corp’s employees, Roland Media’s employees don’t readily give up decisionmaking authority. C) Roland Media is a small, privately held firm, whereas Go! Corp is a large, complex public company. D) Roland Media is headquartered in a high power distance country, whereas Go! Corp is headquartered in a country that is high in collectivism. E) Roland Media’s employees tend to be more highly individualistic than do Go! Corp’s employees. Answer: C Explanation: Transformational leadership is most effective in small, privately held companies. It is less effective in complex organizations. It is also less effective when leaders must deal with bureaucratic structures, when employees are highly individualistic, and when employees don’t easily give up decisionmaking authority. Diff: 3 Page Ref: 394 Topic: Authentic Leadership: Ethics and Trust are the Foundation of Leadership Skill: AACSB: Communication Quest. Category: Critical Thinking LO: 5


41) Which of the following would best serve as evidence to support the conclusion that an individual is an authentic leader? A) The leader is cautious about information sharing and tends to provide updates only to top management. B) In business exchanges, the leader puts the company’s bottom line before his or her ideals. C) The leader acts in the company’s best interest as long as those interests don’t conflict with his personal ambitions. D) The leader continually questions his or her values. E) The leader inspires a great deal of trust in his or her followers. Answer: E Explanation: Authentic leaders inspire trust in their followers. They are open about sharing information, they stick to their ideals, they follow an ethical code, and they are clear about their values. Diff: 2 Page Ref: 394 Topic: Authentic Leadership: Ethics and Trust are the Foundation of Leadership Skill: AACSB: Communication Quest. Category: Critical Thinking LO: 6 42) If an employee is considering sharing a new creative idea with a supervisor, which of the following would most help to support the employee's level of trust in making the decision to share her idea? A) The employee has had strong performance appraisals from other supervisors in the past. B) The employee is working under a short-term contract with the organization. C) The supervisor has demonstrated himself to be an effective problem solver. D) The supervisor has a track record of giving employees credit for their contributions. E) The supervisor is working under a stable, long-term contract with the organization. Answer: D Explanation: In order for an employee to be willing to share an idea, an element of trust would be involved. In choosing to share a new idea, the employee would have to trust that the supervisor would not steal the credit behind the employee’s back Diff: 2 Page Ref: 395 Topic: Authentic Leadership: Ethics and Trust are the Foundatio n of Leadership Skill: AACSB: Communication Quest. Category: Critical Thinking LO: 6


43) Team A is preparing for a large project that will involve aggressive competition against other teams in the company. Several members argue that the team should have a male leader since the project will require aggressive competition. Which of the following pieces of evidence, if true, would best support the team members' conclusion? A) Female leaders perform more strongly than do male leaders when the competition involves improving positive relationships within the team. B) Male leaders tend to exhibit stronger performances than women in situations that involve competing teams. C) Female leaders outperform male leaders when competition occurs within a team. D) Many women leaders in the company are comfortable with competitive situations. E) Women leaders in the company have often served as team leaders. Answer: B Explanation: If male leaders exhibit stronger performances within competing team situations, this piece of evidence would support the conclusion that Team A should have a male leader. Even if women leaders are comfortable with competition and have served as team leaders, the statement that men have performed better provides stronger evidence for Team A’s argument. Diff: 3 Page Ref: 400 Topic: Challenges to the Leadership Construct Skill: AACSB: Communication; Analytic Skills; Multicultural and Diversity Quest. Category: Critical Thinking LO: 8 44) Harriet discovered that she was a top job candidate for a company that planned to hire a transformational leader. Which of the following was most likely true for Harriet during the application process? A) Harriet’s application revealed that she had high emotional intelligence. B) A personality test showed that Harriet was primarily introverted. C) Harriet’s selfmonitoring score was low compared to other candidates. D) Harriet’s leadership experience was general rather situation-specific. E) Harriet’s written communication scores were stronger than her in-person interview. Answer: A Explanation: Candidates with high emotional intelligence tend to have an advantage in leadership hiring processes, especially in situations requiring transformational leadership. High emotional intelligence scores would therefore have been likely to improve Harriet’s standing as an applicant. Other qualities that help identify strong leaders are: extraversion, high selfmonitoring, situation-specific experience, and a charismatic physical presence. Diff: 3 Page Ref: 402 Topic: Finding and Creating Effective Leaders Skill: AACSB: Communication; Analytic Skills Quest. Category: Application LO: 8


45) Darius is a training manager for a large retail clothing store. He is organizing a leadership development institute for the company's top executives. Though there are 35 executives who might potentially benefit from the training, the institute can only accommodate 20 participants. Which of the following participants should Darius invite to attend in order to be sure to maximize the success of the training? A) supervisors from collectivist cultures B) front- line managers in retail stores C) leaders who are high selfmonitors D) individuals who have taken the Myers-Briggs test E) executives who manage the distribution division Answer: C Explanation: Research shows that leadership training of any kind is likely to be more successful with high selfmonitors. Such individuals have the flexibility to change their behavior. Therefore, to maximize the effect of the company’s leadership-training budget, Darius should invite high selfmonitors to participate in the institute. Diff: 2 Page Ref: 402 Topic: Finding and Creating Effective Leaders Skill: AACSB: Communication; Analytic Skills Quest. Category: Application LO: 8


Your company's HR director is a believer in trait theories of leadership. He believes that he can differentiate leaders from non-leaders by focusing on personal qualities and characteristics. The HR director plans to promote Lawrence, a highly extroverted manager with a great deal o f ambition and energy. Furthermore, the president of the company is preparing to retire, and the HR director is searching for her replacement. He asks for your expertise in helping him to apply trait theory to leadership selection within your company. 46) The director believes that because of these innate characteristics, Lawrence will be highly effective at helping the company achieve its production goals. You advise the director against this decision because ________. A) research has identified emotional stability as the strongest predictor of leadership effectiveness B) studies have found that the Big Five traits are difficult to identify in leaders C) studies have shown that traits are poor predictors of leadership effectiveness D) research has found that conscientiousness is a better predictor of effectiveness than extroversion E) research has shown that effective managers are often unlikely to become effective leaders Answer: C Explanation: As important as traits and behaviors are in identifying effective or ineffective leaders, they do not guarantee success. The context matters, too. Diff: 3 Page Ref: 381 Topic: Application of Trait Theories Skill: AACSB: Analytic Skills Objective: Trait Theories Quest. Category: Application LO: 4


You have decided to use Fiedler's LPC questionnaire to help your employees learn more about their leadership styles. Each of your employees has filled out and scored the instrument. It is your job to try to explain to them how to use the survey information. 47) According to Fiedler's approach, your employees should assume which of the following about the leadership styles determined through using the survey? A) Each person's style is essentially fixed. B) Each person can use the information to change his/her style to a more productive style. C) Task-oriented leaders will not perform as well as relationship-oriented leaders in situations that are very unfavorable. D) Task-oriented leaders will perform better than relationship-oriented leaders in moderately favorable situations. E) Each person's style will change in accordance with the situation at hand. Answer: A Explanation: Fiedler assumes an individual's leadership style is fixed. This means if a situation requires a task-oriented leader and the person in the leadership position is relationship oriented, either the situation has to be modified or the leader has to be replaced to achieve optimal effectiveness. Diff: 2 Page Ref: 382 Topic: Application of Fiedler's Contingency Theory Skill: AACSB: Analytic Skills Objective: Fiedler Contingency Model Quest. Category: Application LO: 4 48) Fran completes the LPC questionnaire and finds that she described her least preferred coworker in relatively positive terms. She is surprised by this finding because she recalls being particularly annoyed by this difficult co-worker. Based on your understanding of Fiedler's model, you explain to Fran that her LPC score makes sense within the model because ________. A) Fran tends to become very dominating when given ambiguo us tasks B) Fran is usually much more focused on productivity than on developing relationships C) Fran tends in general to focus on building good relationships with the other employees at your company D) Fran has a spotty work history and has tended to switch jobs every couple of years E) Fran is usually chosen for positions of high responsibility within your organization Answer: C Explanation: If you describe the person you are least able to work with in favorable terms (a high LPC score), Fiedler would label you relationship oriented. In contrast, if you see your least preferred co-worker in relatively unfavorable terms (a low LPC score), you are primarily interested in productivity and are task oriented. Diff: 3 Page Ref: 382 Topic: Application of Fiedler's Contingency Theory Skill: AACSB: Analytic Skills Objective: Least Preferred Coworker Quest. Category: Application LO: 4 25 Copyright © 2011 Pearson Education, Inc.

49) In utilizing Fiedler's contingency model, which of the following contingency dimensions should your employees pay attention to? A) leader- member relations B) task structure C) position power D) All of the above are important dimensions in this model. E) None of the above are important dimensions in this model. Answer: D Explanation: Fiedler has identified three contingency or situational dimensions: 1. Leader–member relations is the degree of confidence, trust, and respect members have in their leader. 2. Task structure is the degree to which the job assignments are procedurized (that is, structured or unstructured). 3. Position power is the degree of influence a leader has over power variables such as hiring, firing, discipline, promotions, and salary increases. Diff: 2 Page Ref: 382 Topic: Application of Fiedler's Contingency Theory Skill: AACSB: Analytic Skills Objective: Fiedler's Key Situational Factors Quest. Category: Application LO: 4 Your boss has been reading several books on leadership. You notice that every few months he is spouting a different approach and philosophy. You have been trying to keep up with him and figure out which "leadership theory of the month" he is studying. 50) Suddenly your boss begins sending people to training to help them develop more effective leadership styles. It is clear that he is reading an author who supports ________. A) trait theories B) behavioral theories C) Fiedler's contingency model D) the reflection effect E) none of the above Answer: B Explanation: Behavioral theories of leadership are theories proposing that specific behaviors differentiate leaders from nonleaders. Diff: 1 Page Ref: 381 Topic: Application of Various Theories Skill: AACSB: Analytic Skills Objective: Behavioral Theories Quest. Category: Concept/Definitional LO: 4


51) Now your boss seems to be trying to analyze each leader according to which employees they interact with most and least, and which employees they rate highest and lowest. You suspect that he is reading about which of the following models? A) SLT B) LMX C) LPC D) PGT E) SNFU Answer: B Explanation: Leader–member exchange (LMX) theory argues that, because of time pressures, leaders establish a special relationship with a small group of their followers. These individuals make up the in- group—they are trusted, get a disproportionate amount of the leader's attention, and are more likely to receive special privileges. Other followers fall into the out- group. Diff: 2 Page Ref: 386 Topic: Application of Various Theories Skill: AACSB: Analytic Skills Objective: Leader-Member Exchange Theory Quest. Category: Critical Thinking LO: 4 As you have observed your department manager and her interactions with the department's employees, you have come to believe in LMX theory. Sarah and Joe get less of the manager's time. Sally gets fewer of the preferred rewards that the manager controls and John has a relationship with the manager based on formal authority interactions. Rebecca is trusted. Jennifer gets a disproportionate amount of the manager's attention and is more likely to receive special privileges. 52) According to LMX theory, the in- group is likely to be composed of ________. A) Rebecca and Jennifer only B) Jennifer only C) Rebecca only D) John, Rebecca, and Jennifer only E) Sarah, Joe, Sally, and John only Answer: A Explanation: The LMX theory proposes that early in the history of the interaction between a leader and a given follower, the leader implicitly categorizes the follower as an "in" or an "out," and that relationship is relatively stable over time. Leaders induce LMX by rewarding those employees with whom they want a closer linkage and punishing those with whom they do not. Diff: 2 Page Ref: 386 Topic: Application of Leader-Member Exchange (LMX) Theory Skill: AACSB: Analytic Skills Objective: In-Group Quest. Category: Critical Thinking LO: 4


53) According to LMX theory, which of the following employees is likely to be included in the out- group? A) Rebecca only B) Jennifer only C) Sarah and Jennifer only D) Sarah and Joe only E) Sarah, Joe, Sally, and John only Answer: C Explanation: The LMX theory proposes that early in the history of the interaction between a leader and a given follower, the leader implicitly categorizes the follower as an "in" or an "out," and that relationship is relatively stable over time. Leaders induce LMX by rewarding those employees with whom they want a closer linkage and punishing those with whom they do not. Diff: 1 Page Ref: 386 Topic: Application of Leader-Member Exchange (LMX) Theory Skill: AACSB: Analytic Skills Objective: Out-Group Quest. Category: Critical Thinking LO: 4 54) Because he has an internationally based team, Leo and the team do most of their business communications via e- mail. Which of the following represents what is least likely to be true of Leo's experience working with the team in an online environment? A) Leo relies heavily on his written skills to communicate support and inspiration. B) Team members must be particularly adept at reading emotions in others’ messages C) Team members tend to have high levels of identification-based trust. D) Negotiations between team members sometimes stall due to lack of trust. E) Leo uses written communication to reinforce what he conveys to team members verbally. Answer: C Explanation: Online leaders confront unique challenges, particularly around developing a nd maintaining trust. Identification-based trust, based on a mutual understanding of each other’s intentions and appreciation of the others wants and desires, is particularly difficult to achieve without face-to-face interaction. Leo’s team would be least likely to experience high levels of identification-based trust. Online negotiations might also be hindered because parties express lower levels of trust. Diff: 2 Page Ref: 402 Topic: Challenges to the Leadership Construct Skill: AACSB: Communication; Analytic Skills; Multicultural and Diversity Quest. Category: Application LO: 9


Leo supervises a global team of project members based in multiple countries. Marta is Brazilian; Jean-Paul is French, Amit is Egyptian, and Xiang is Chinese. Leo is American and is based in the United States. 55) Two of the team members seem to respond most effectively when Leo exhibits high levels of initiating structure. These are most likely which of the following? A) Jean-Paul and Xiang B) Amit and Xiang C) Maria and Jean-Paul D) Amit and Maria E) Xiang and Amit Answer: A Explanation: France and China are countries where individuals tend to value initiating structure. The French have a bureaucratic view of leaders and expect leaders to make decisions relatively autocratically. The Chinese have a high performance orientation that emphasizes status differences between employees. Leaders with high initiating structures therefore have better results in these countries. Diff: 2 Page Ref: 403-404 Topic: Application of Various Theories Skill: AACSB: Communication; Analytic Skills; Multicultural and Diversity Objective: Behavioral Theories Quest. Category: Application LO: 9 56) Which of the following team members would be least likely to respond favorably if Leo made project-related decisions independently, without consulting the team? A) Maria B) Jean-Paul C) Amit D) Xiang E) Maria and Jean-Paul Answer: A Explanation: Brazilians value participatory decisionmaking. Maria would thus be least likely to respond favorably to autocratic decisionmaking on Leo’s part. As one Brazilian manager remarked in a research study, ―We do not prefer leaders who take self- governing decisions and act alone without engaging the group. That’s part of who we are.‖ Diff: 2 Page Ref: 403-404 Topic: Global Implications Skill: AACSB: Communication; Analytic Skills; Multicultural and Diversity Quest. Category: Application LO: 9


57) The team agrees that a large component of the project will be carried out at the Chinese headquarters, with Xiang responsible for leading that support team. Based on what Leo knows about Chinese culture, he expects that Xiang will be most effective if he implements which of the following decisionmaking styles? A) infrequent decisionmaking B) highly participatory decisionmaking C) autocratic decisionmaking D) decisionmaking without initiating structure E) moderately participatory decisionmaking Answer: E Explanation: Chinese culture emphasizes being polite, considerate, and unselfish, but it also has a high performance orientation. These two factors suggest consideration and initiating structure may both be important. Although Chinese culture is relatively participative compared to that of the United States, there are also status differences between leaders and employees. This suggests a moderately participative style may work best there. Diff: 2 Page Ref: 404 Topic: Global Implications Skill: AACSB: Communication; Analytic Skills; Multicultural and Diversity Quest. Category: Application LO: 9 Your company's HR director is a believer in trait theories of leadership. He believes that he can differentiate leaders from non-leaders by focusing on personal qualities and characteristics. The HR director plans to promote Lawrence, a highly extroverted manager with a great deal of ambition and energy. Furthermore, the president of the company is preparing to retire, and the HR director is searching for her replacement. He asks for your expertise in helping him to apply trait theory to leadership selection within your company. 58) You explain that research efforts at isolating leadership traits have ________. A) identified six leadership traits that predict leadership B) been supportive of the Big Five leadership traits predicting leadership C) shown that conscientiousness does not help much in predicting leadership D) identified emotional stability as the most strongly related trait to leader emergence E) been more focused on developing contingency theories and replacing trait theories Answer: B Explanation: For managers who must fill key positions in their organization with effective leaders, there are several tests and interviews that help identify people with leadership qualities. Recent efforts using the Big Five personality framework have generated encouraging results. Extraversion, conscientiousness, and openness to experience show strong and consistent relationships to leadership. Diff: 1 Page Ref: 405 Topic: Application of Trait Theories Skill: AACSB: Analytic Skills Objective: Big Five and Trait Theories Quest. Category: Application LO: 9 30 Copyright © 2011 Pearson Education, Inc.

Leo supervises a global team of project members based in multiple countries. Marta is Brazilian; Jean-Paul is French, Amit is Egyptian, and Xiang is Chinese. Leo is American and is based in the United States. 59) In carrying out a transformational approach to overseeing the project, Leo strives to implement the universal elements of transformational leadership. He most likely implements all of the following except ________. A) vision B) providing encouragement C) positiveness D) proactiveness E) silent leadership Answer: E Explanation: The silence of a leader is very powerful in Japan, but not necessarily in other countries. Silent leadership is, therefore, not considered one of the university elements of transformational leadership. The elements are: vision, foresight, providing encouragement, trustworthiness, dynamism, positiveness, and proactiveness. Diff: 1 Page Ref: 405 Topic: Global Implications Skill: AACSB: Communication; Analytic Skills; Multicultural and Diversity Quest. Category: Application LO: 9 60) Leadership and management are two terms that are often confused. Answer: TRUE Explanation: Although often used interchangeably, the terms leadership and management have two different meanings. John Kotter of the Harvard Business School argues that management is the ability to cope with complexity. Leadership, by contrast, is defined as the ability to cope with change. Diff: 1 Page Ref: 376 Topic: What Is Leadership? Skill: AACSB: Analytic Skills Objective: Management and Leadership Quest. Category: Concept/Definitional LO: 1


61) According to Kotter, management focuses on coping with change; leadership focuses on coping with complexity. Answer: FALSE Explanation: John Kotter of the Harvard Business School defines management as the ability to cope with complexity and leadership as the ability to cope with change. Effective managers, he argues, bring about order and consistency by drawing up formal plans, designing rigid organization structures, and monitoring results against the plans. Alternatively, strong leaders establish direction by developing a vision of the future. They align people by communicating this vision and inspiring them to overcome hurdles. Diff: 2 Page Ref: 376 Topic: What Is Leadership? Skill: AACSB: Communication; Analytic Skills Objective: Management and Leadership Quest. Category: Concept/Definitional LO: 1 62) Leadership can be defined as the ability to influence a group toward the achievement of order and consistency. Answer: FALSE Explanation: Strong leaders, according to John Kotter, possess the ability to deal effectively with change. Great leaders establish new direction for their followers by developing a vision of the future. They excel at aligning people by communicating this vision and inspiring them to overcome hurdles. Diff: 2 Page Ref: 376 Topic: What Is Leadership? Skill: AACSB: Analytic Skills Objective: Leadership Quest. Category: Concept/Definitional LO: 1 63) Holding a management position is an important step toward becoming a leader in an organization. Answer: FALSE Explanation: Even if an organization provides its managers with certain formal rights, there is no guarantee that they will become effective leaders. Nonsanctioned leadership—the ability to influence that arises outside the formal structure of the organization—is often as important or more important than formal influence. In many cases, leaders emerge from within a group and not necessarily by formal appointment. Diff: 2 Page Ref: 376 Topic: What Is Leadership? Skill: AACSB: Analytic Skills Objective: Management and Leadership Quest. Category: Concept/Definitional LO: 1


64) Research efforts at isolating leadership traits achieved a breakthrough, of sorts, when researchers began organizing traits around the Big Five personality framework. Answer: TRUE Explanation: By the 1990s, after numerous studies and analyses, researchers had determined that most leaders differed from nonleaders, but the particular traits that characterized them varied a great deal from review to review. When researchers began organizing traits around the Big Five personality framework, they gained some new insights. Most of the dozens of traits identified in various leadership reviews fit under one of the Big Five (ambition and energy are part of extraversion, for instance), giving strong support to traits as predictors of leadership. Diff: 2 Page Ref: 377 Topic: Trait Theories Skill: AACSB: Communication; Analytic Skills Objective: Big Five and Trait Theories Quest. Category: Concept/Definitional LO: 2 65) One assumption of the trait view of leadership is that leaders cannot be trained. Answer: TRUE Explanation: Trait theories of leadership focus on personal, social, physical, or intellectual attributes possessed by great leaders. These attributes, or traits, are innate and present at birth. Proponents of trait theories of leadership argue that possession of these particular traits will determine who will become a strong leader, implying that great leaders are born and not trained. Diff: 2 Page Ref: 377 Topic: Behavioral Theories Skill: AACSB: Analytic Skills Objective: Trait Theories Quest. Category: Concept/Definitional LO: 2 66) The Big Five personality framework revealed that traits are most useful as predictors of leadership emergence. Answer: TRUE Explanation: Current leadership research, when organized around the Big Five, suggests that certain traits are common to strong leaders. These traits, however, are more strongly related to leader emergence than to leader effectiveness. Sociable and dominant people, for example, are more likely to assert themselves in group situations and emerge as potential leaders. Diff: 2 Page Ref: 378 Topic: Trait Theories Skill: AACSB: Analytic Skills Objective: Big Five and Trait Theories Quest. Category: Concept/Definitional LO: 2


67) Trait research would provide a basis for selecting the "right" persons to assume formal positions requiring leadership. Answer: TRUE Explanation: Current leadership studies suggest that traits can predict effective leaders. Leaders who are extroverted, conscientious, creative, and flexible do have an apparent advantage when it comes to leadership. Possession of certain key traits, therefore, could be a valid criteria to select the "right" person for a formal leadership position. Diff: 1 Page Ref: 378 Topic: Behavioral Theories Skill: AACSB: Analytic Skills Objective: Trait Theories Quest. Category: Concept/Definitional LO: 2 68) If behavioral theories of leadership are valid, selection of leaders should focus on length of experience an individual has obtained in the right situations. Answer: FALSE Explanation: Behavioral theories of leadership have indicated that great leaders may be trained to exhibit successful leadership behaviors. Therefore, the length of a potential leader's related experience would not be important since great leaders may be taught successful behaviors, including consideration and initiating structure. Leaders who display consideration and structuring behaviors appear to be most effective. Diff: 1 Page Ref: 380 Topic: Behavioral Theories Skill: AACSB: Analytic Skills Objective: Behavioral Theories Quest. Category: Application LO: 3 69) If behavioral theories of leadership are valid, we could have an infinite supply of effective leaders. Answer: TRUE Explanation: Behavioral studies of leadership investigate how great leaders act or behave. Strong leaders seem to exhibit structuring behaviors (defining roles in the search for goal attainment) or considering behaviors (forming relationships which center on mutual trust and respect). If these successful leadership behaviors can be learned, then behavioral theory suggests that people may be taught to be great leaders. Diff: 3 Page Ref: 380 Topic: Behavioral Theories Skill: AACSB: Reflective Thinking Objective: Behavioral Theories Quest. Category: Application LO: 3


70) The most comprehensive and replicated of the behavioral theories resulted from research begun by Fred Fiedler. Answer: FALSE Explanation: The most comprehensive and replicated behavioral theories resulted from the Ohio State Studies in the late 1940s. This research sought to identify independent dimensions of leader behavior. From a list of over 1,000 dimensions, researchers narrowed the list to two that accounted for most of the leadership behavior described by employees. These dimensions were identified as consideration and initiating structure. Diff: 2 Page Ref: 380 Topic: Behavioral Theories Skill: AACSB: Communication; Analytic Skills Objective: Ohio State Studies Quest. Category: Concept/Definitional LO: 3 71) The Ohio State Studies involved research on only two dimensions - initiating structure and consideration. Answer: TRUE Explanation: The Ohio State Studies focused on two dimensions of leader behavior: initiating structure and consideration. Initiating structure is the extent to which a leader is likely to define and structure his or her role and those of employees in the search for goal attainment. Consideration is the extent to which a leader’s job relationships are characterized by mutual trust, respect for employees’ ideas, and regard for their feelings. Diff: 2 Page Ref: 380 Topic: Behavioral Theories Skill: AACSB: Communication Objective: Ohio State Studies Quest. Category: Concept/Definitional LO: 3 72) A leader designated as high on initiating structure would be likely to clearly define the roles of his or her subordinates. Answer: TRUE Explanation: According to the Ohio State Studies, initiating structure indicates the degree to which a leader is likely to define and structure his or her role and those of employees in the search for goal attainment. Initiating structure includes behavior that attempts to organize work, foster work relationships, and achieve goals. A leader high in initiating structure is someone who assigns group members to particular tasks, expects workers to maintain definite standards of performance, and emphasizes the meeting of deadlines. Diff: 1 Page Ref: 380 Topic: Behavioral Theories Skill: AACSB: Communication Objective: Initiating Structure Quest. Category: Concept/Definitional LO: 3


73) According to the University of Michigan studies, production-oriented leadership is defined as the extent to which a leader tends to emphasize the technical or task aspects of the job. Answer: TRUE Explanation: Leadership studies at the University of Michigan’s Survey Research Center identified two behavioral characteristics of leaders that appeared related to performance effectiveness. Employee-oriented leaders emphasized interpersonal relationships by taking a personal interest in the needs of their employees and accepting individual differences among them. Production-oriented leaders emphasized the technical or task aspects of the job—their concern was in accomplishing their group’s tasks. Diff: 2 Page Ref: 380 Topic: Behavioral Theories Skill: AACSB: Communication Objective: University of Michigan Studies Quest. Category: Concept/Definitional LO: 3 74) The Fiedler contingency model proposes that effective group performance depends upon the proper match between a leader's style and the degree to which a situation gives control to the leader. Answer: TRUE Explanation: Fiedler's contingency model proposes that effective group performance depends on the proper match between the leader’s style and the degree to which the situation gives the leader control. A key factor in leadership success, Fiedler argued, is the individual’s basic leadership style. To identify a person's leadership style, Fiedler developed the least preferred coworker (LPC) questionnaire which measures whether a person is task- or relationship-oriented. Diff: 2 Page Ref: 381-382 Topic: Contingency Theories: Fiedler Model and Situational Leadership Theor y Skill: AACSB: Communication Objective: Fiedler Contingency Model Quest. Category: Concept/Definitional LO: 4 75) Fiedler's contingency model is considered to be the first comprehensive contingency model for leadership. Answer: TRUE Explanation: The first comprehensive contingency model for leadership was developed by Fred Fiedler. The Fiedler contingency model proposes that effective group performance depends on the proper match between the leader’s style and the degree to which the situation gives the leader control. Diff: 2 Page Ref: 381 Topic: Contingency Theories: Fiedler Model and Situational Leadership Theory Skill: AACSB: Analytic Skills Objective: Fiedler Contingency Model Quest. Category: Concept/Definitional LO: 4


76) In Fiedler's approach, if a respondent uses unfavorable terms to describe the co-worker in question, the respondent can be said to be primarily task-oriented. Answer: TRUE Explanation: According to Fiedler's least preferred co-worker (LPC) questionnaire, if you see your least preferred co-worker in relatively unfavorable terms (a low LPC score), you are primarily interested in productivity and are task oriented. Diff: 2 Page Ref: 382 Topic: Contingency Theories: Fiedler Model and Situational Leadership Theory Skill: AACSB: Analytic Skills Objective: Least Preferred Coworker Quest. Category: Concept/Definitional LO: 4 77) According to Fiedler, task structure is the degree to which the job assignments are procedurized. Answer: TRUE Explanation: According to Fiedler, task structure is the degree to which the job assignments are procedurized (that is, structured or unstructured). Diff: 2 Page Ref: 382 Topic: Contingency Theories: Fiedler Model and Situational Leadership Theory Skill: AACSB: Analytic Skills Objective: Task Structures Quest. Category: Concept/Definitional LO: 4 78) According to Fiedler, leader- member relations concerns the degree to which a leader takes a personal interest in the needs of his or her employees and accepts individual differences among them. Answer: FALSE Explanation: According to Fiedler, leader- member relations concerns the degree of confidence, trust, and respect members have in their leader. Diff: 3 Page Ref: 382 Topic: Contingency Theories: Fiedler Model and Situational Leadership Theory Skill: AACSB: Analytic Skills Objective: Position Power Quest. Category: Concept/Definitional LO: 4


79) According to Fiedler's contingency model, task-oriented leaders are most effective in situations of high or low control. Answer: TRUE Explanation: According to Fiedler's contingency model, task-oriented leaders perform best in situations of high and low control, whereas relationship-oriented leaders perform best in moderate control situations. Diff: 2 Page Ref: 383 Topic: Contingency Theories: Fiedler Model and Situational Leadership Theory Skill: AACSB: Analytic Skills Objective: Matching Leaders and Situations Quest. Category: Concept/Definitional LO: 4 80) Taken as a whole, tests of the overall validity of the Fiedler model tend to support substantial parts of the model. Answer: TRUE Explanation: Studies testing the overall validity of the Fiedler model find considerable evidence to support substantial parts of it. If we use only three categories rather than the original eight, there is ample evidence to support Fiedler's conclusions. But the logic underlying the LPC questionnaire is not well understood, and respondents' scores are not stable. The contingency variables are also complex and difficult for practitioners to assess. Diff: 2 Page Ref: 384 Topic: Contingency Theories: Fiedler Model and Situational Leadership Theory Skill: AACSB: Analytic Skills Objective: Fiedler Contingency Model Quest. Category: Concept/Definitional LO: 4 81) One criticism of the Fiedler model concerns the fact that the logic underlying the model's questionnaire is not well understood. Answer: TRUE Explanation: The logic underlying the LPC questionnaire is not well understood, and respondents' scores are not stable. The contingency variables are also complex and difficult for practitioners to assess. Diff: 2 Page Ref: 384 Topic: Contingency Theories: Fiedler Model and Situational Leadership Theory Skill: AACSB: Analytic Skills Objective: Problems with Fiedler Contingency Model Quest. Category: Concept/Definitional LO: 4


82) Studies regarding the Fiedler model have shown that respondents' questionnaire scores tend to be relatively stable. Answer: FALSE Explanation: The logic underlying the LPC questionnaire is not well understood, and respondents' scores are not stable. The contingency variables are also complex and difficult for practitioners to assess. Diff: 2 Page Ref: 384 Topic: Contingency Theories: Fiedler Model and Situational Leadership Theory Skill: AACSB: Analytic Skills Objective: Problems with Fiedler Contingency Model Quest. Category: Concept/Definitional LO: 4 83) One advantage of the Fiedler model is that its contingency variables are simple and easy to assess. Answer: FALSE Explanation: The logic underlying the LPC questionnaire is not well understood, and respondents' scores are not stable. The contingency variables are also complex and difficult for practitioners to assess. Diff: 2 Page Ref: 384 Topic: Contingency Theories: Fiedler Model and Situational Leadership Theory Skill: AACSB: Analytic Skills Objective: Problems with Fiedler Contingency Model Quest. Category: Concept/Definitional LO: 4 84) Hersey and Blanchard argue that the correct leadership style is contingent on the level of the follower's readiness. Answer: TRUE Explanation: Situational leadership theory says that successful leadership is achieved by selecting the right leadership style contingent on the followers' readiness, or the extent to which they are willing and able to accomplish a specific task. Diff: 1 Page Ref: 384 Topic: Contingency Theories: Fiedler Model and Situational Leadership Theory Skill: AACSB: Analytic Skills Objective: Situational Leadership Theory Quest. Category: Concept/Definitional LO: 4


85) Situational leadership theory has been well validated by research but not well received by practitioners because there are so many factors to examine. Answer: FALSE Explanation: Situational leadership theory has intuitive appeal. It acknowledges the importance of followers and builds on the logic that leaders can compensate for their limited ability and motivation. Yet research efforts to test and support the theory have generally been disappointing. Possible explanations include internal ambiguities and inconsistencies in the model itself as well as problems with research methodology in tests. Diff: 2 Page Ref: 384 Topic: Contingency Theories: Fiedler Model and Situational Leadership Theory Skill: AACSB: Analytic Skills Objective: Situational Leadership Theory Quest. Category: Concept/Definitional LO: 4 86) SLT is an example of a trait theory. Answer: FALSE Explanation: Situational leadership theory (SLT) is a contingency theory that focuses on followers' readiness. Diff: 1 Page Ref: 384 Topic: Contingency Theories: Fiedler Model and Situational Leadership Theory Skill: AACSB: Analytic Skills Objective: Situational Leadership Theory Quest. Category: Concept/Definitional LO: 4 87) Path-goal theory assumes leaders are flexible and can display different leadership behavior depending on the situation. Answer: TRUE Explanation: Path- goal theory states that it is the leader's job to assist followers in attaining their goals and to provide the necessary direction and/or support to ensure that followers' goals a re compatible with the overall objectives of the group or organization. Diff: 2 Page Ref: 385 Topic: Contingency Theories: Fiedler Model and Situational Leadership Theory Skill: AACSB: Analytic Skills Objective: Path-Goal Theory Quest. Category: Concept/Definitional LO: 4


88) A hypothesis that has evolved out of path-goal theory is that directive leadership leads to greater satisfaction when tasks are ambiguous or stressful. Answer: TRUE Explanation: According to path- goal theory, whether a leader should be directive or supportive or should demonstrate some other behavior depends on a complex analysis of the situation. Among other things, this theory predicts that directive leadership yields greater satisfaction when tasks are ambiguous or stressful than when they are highly structured and well laid out. Diff: 2 Page Ref: 385 Topic: Contingency Theories: Fiedler Model and Situational Leadership Theory Skill: AACSB: Analytic Skills Objective: Path-Goal Theory Predictions Quest. Category: Concept/Definitional LO: 4 89) The leader-participation model provides a set of rules that leaders can use to determine the appropriate leadership behavior for a given task structure. Answer: TRUE Explanation: The leader-participation model is a leadership theory that provides a set of rules to determine the form and amount of participative decision making in different situations. Diff: 2 Page Ref: 385 Topic: Decision Theory; Vroom and Yetton's Leader-Participation Model Skill: AACSB: Analytic Skills Objective: Leadership-Participation Model Quest. Category: Concept/Definitional LO: 4 90) The complexity of the leadership-participation model enables leaders to apply it realistically when they are assessing decision-making situations. Answer: FALSE Explanation: Research testing both the original and revised leader-participation models has not been encouraging, although the revised model rates higher in effectiveness. Criticism focuses on the model's complexity and the variables it omits. Although Vroom and Jago have developed a computer program to guide managers through all the decision branches in the revised model, it's not very realistic to expect practicing managers to consider 12 contingency variables, eight problem types, and five leadership styles to select the decision process for a problem. Diff: 3 Page Ref: 385 Topic: Decision Theory; Vroom and Yetton's Leader-Participation Model Skill: AACSB: Analytic Skills Objective: Criticism of Leadership-Participation Model Quest. Category: Concept/Definitional LO: 4


91) In the leader- member exchange theory, leaders don't treat all of their subordinates alike. Answer: TRUE Explanation: Leader–member exchange theory argues that, because of time pressures, leaders establish a special relationship with a small group of their followers. These individuals make up the in-group—they are trusted, get a disproportionate amount of the leader's attention, and are more likely to receive special privileges. Other followers fall into the out-group. Diff: 2 Page Ref: 386 Topic: Leader-Member Exchange (LMX) Theory Skill: AACSB: Analytic Skills Objective: Leader-Member Exchange Theory Quest. Category: Concept/Definitional LO: 4 92) According to LMX theory, out- group members get more of the leader's time, but in a negative manner. Answer: FALSE Explanation: Leader–member exchange (LMX) theory argues that, because of time pressures, leaders establish a special relationship with a small group of their followers. These individuals make up the in- group—they are trusted, get a disproportionate amount of the leader's attention, and are more likely to receive special privileges. Other followers fall into the out- group. Diff: 2 Page Ref: 386 Topic: Leader-Member Exchange (LMX) Theory Skill: AACSB: Analytic Skills Objective: Leader-Member Exchange Theory Quest. Category: Concept/Definitional LO: 4 93) Research testing of LMX theory has been generally supportive. Answer: TRUE Explanation: Research to test LMX theory has been generally supportive, with substantive evidence that leaders do differentiate among followers; that these disparities are far from random; and that followers with in- group status will have higher performance ratings, engage in more helping or "citizenship" behaviors at work, and report greater sa tisfaction with their superiors. Diff: 2 Page Ref: 386 Topic: Leader-Member Exchange (LMX) Theory Skill: AACSB: Analytic Skills Objective: Evaluation of Leader-Member Exchange Theory Quest. Category: Concept/Definitional LO: 4


94) Most experts believe that individuals may be trained to exhibit charismatic behavior. Answer: TRUE Explanation: Although individuals inherit certain tendencies, most experts believe that charismatic behaviors may be learned. Studies have suggested the effectiveness of a three-step process to teach potential leaders to exhibit charismatic behaviors. This process includes developing and maintaining an optimistic view, drawing others to this view by creating a bond with followers, and bringing out the potential in others by tapping into their emotions. Diff: 1 Page Ref: 388 Topic: Application of Charisma and Transactional and Transformational Leaders Skill: AACSB: Communication Quest. Category: Concept/Definitional LO: 5 95) As a transactional leader, a CEO is more likely to be effective if he lets employees make decisions and avoids intervening when business problems arise. Answer: FALSE Explanation: Transactional leaders can display three different styles: laissez- faire, management by exception, and contingent reward. A laissez- faire approach, in which the leader lets followers make decisions and avoids intervening in business affairs, is the least effective of the transactional approaches. Diff: 2 Page Ref: 391 Topic: Application of Charisma and Transactional and Tra nsformational Leaders Skill: AACSB: Communication Quest. Category: Application LO: 4 96) The benefits of employee mentoring are primarily career-related, including higher compensation and improved job performance. Answer: FALSE Explanation: Mentoring, the practice in which a senior employee sponsors and supports a less experienced employee, is most valuable for its psychological benefits. Current research indicates that mentoring yields very small objective outcomes like higher compensation and improved job performance. The benefits of mentoring are primarily of a psychological nature since the senior employee can provide friendship, share helpful personal experiences, and act as a role model for the junior employee. Diff: 2 Page Ref: 398 Topic: Contemporary Leadership Roles Skill: AACSB: Analytic Skills Quest. Category: Concept/Definitional LO: 7


97) Leadership training is most likely to be successful with individuals who are low selfmonitors. Answer: FALSE Diff: 1 Page Ref: 403 Topic: Finding and Creating Effective Leaders Skill: AACSB: Communication Quest. Category: Concept/Definitional LO: 8 98) What are the implications of the behavioral theories of leadership? Answer: If trait research had been successful, it would have provided a bas is for selecting the "right" persons to assume formal positions in groups and organizations requiring leadership. In contrast, if behavioral studies were to turn up critical behavioral determinants of leadership, we could train people to be leaders. The difference between trait and behavioral theories, in terms of application, lies in their underlying assumptions. If trait theories were valid, then leaders are born rather than made. On the other hand, if there were specific behaviors that identified leaders, then we could teach leadership - we could design programs that implanted these behavioral patterns in individuals who desired to be effective leaders. Diff: 2 Page Ref: 389 Topic: Application of Charisma and Transactional and Transformational Leaders Skill: AACSB: Analytic Skills Objective: Implications of Behavioral Theories LO: 5 99) Identify and explain the two dimensions of leadership described in the Ohio State studies. Answer: The Ohio State studies proposed that two categories accounted for most of the leadership behavior described by employees. They called these two dimensions initiating structure and consideration. a) Initiating structure refers to the extent to which a leader is likely to define and structure his or her role and those of employees in the search for goal attainment. Diff: 1 Page Ref: 389 Topic: Application of Charisma and Transactional and Transformational Leaders Skill: AACSB: Analytic Skills Objective: Ohio State Studies Quest. Category: Critical Thinking LO: 5


100) Describe LMX theory and identify its main beliefs. Answer: This theory argues that because of time pressures, leaders establish a special relationship with a small group of their followers. These individuals make up the in- group - they are trusted, get a disproportionate amount of the leader's attention, and are more likely to receive special privileges. Other followers fall into the out-group. They get less of the leader's time, fewer of the preferred rewards that the leader controls, and have leader- follower relations based on formal authority interactions. The leader implicitly categorizes the follower as an "in" or "out" and that relationship is relatively stable over time. Diff: 2 Page Ref: 386 Topic: Application of Leader-Member Exchange (LMX) Theory Skill: AACSB: Analytic Skills Objective: Leader-Member Exchange Theory Quest. Category: Concept/Definitional LO: 4 101) Describe the leader-participation model. Answer: Victor Vroom and Phillip Yetton developed a model that related leadership behavior and participation in decision making. Recognizing that task structures have varying demands for routine and non-routine activities, these researchers argued that leader behavior must adjust to reflect the task structure. The model was normative - it provided a sequential set of rules that should be followed in determining the form and amount of participation in decision making, as determined by different types of situations. The model was a decision tree incorporating seven contingencies and five alternative leadership styles. Diff: 1 Page Ref: 385 Topic: Contingency Theories: Fiedler Model and Situational Leadership Theory Skill: AACSB: Analytic Skills Objective: Leadership-Participation Model Quest. Category: Concept/Definitional LO: 4


102) Explain the principles of Hersey and Blanchard's situational leadership theory. Answer: Situational leadership is a contingency theory that focuses on the followers. Successful leadership is achieved by selecting the right leadership style, which they ar gue is contingent on the level of the followers' readiness. The emphasis on the followers in leadership effectiveness reflects the reality that it is the followers who accept or reject the leaders. Readiness refers to the extent to which people have the ability and willingness to accomplish a specific task. SLT says if a follower is unable and unwilling to do a task, the leader needs to give clear and specific directions; if followers are unable and willing, the leader needs to display high task orientation to compensate for the followers' lack of ability and high relationship orientation to get the follower to "buy into" the leader's desires; if followers are able and unwilling, the leader needs to use a supportive and participative style; and if the employee is both able and willing, the leader doesn't need to do much. Diff: 2 Page Ref: 384 Topic: Contingency Theories: Fiedler Model and Situational Leadership Theory Skill: AACSB: Analytic Skills Objective: Situational Leadership Theory Quest. Category: Concept/Definitional LO: 4 103) Summarize the leader- member exchange theory. Answer: The leader- member exchange (LMX) theory argues that because of time pressures, leaders establish a special relationship with a small group of their followers. These individuals make up the in- group–they are trusted, get a disproportionate amount of the leader's attention, and are more likely to receive special privileges. Other followers fall into the out- group. They get less of the leader's time, fewer of the preferred rewards that the leader controls, and have leader- follower relations based on formal authority interactions. The theory proposes that early in the history of the interaction between a leader and a given follower, the leader implicitly categorizes the follower as an "in" or an "out" and that relationship is relatively stable over time. The theory and research surrounding it provide substantive evidence that leaders do differentiate among followers; that these disparities are far from random; and that follo wers with in- group status will have higher performance ratings, lower turnover intentions, greater satisfaction with their superior, and higher overall satisfaction than will the out-group. These positive findings for in- group members are consistent with our knowledge of the self- fulfilling prophesy. Diff: 2 Page Ref: 386 Topic: Application of Leader-Member Exchange (LMX) Theory Skill: AACSB: Analytic Skills Objective: Leader-Member Exchange Theory Quest. Category: Concept/Definitional LO: 4


104) Do charismatic and transformational leadership generalize across cultures? Explain why or why not. Answer: It appears that these leadership approaches can be generalized across cultures to some degree. We know very little about how culture might influence the validity of the theories, particularly in Eastern cultures. However, a study known as the Global Leadership and Organizational Behavior Effectiveness (GLOBE) research project has produced some useful preliminary insights. These insights do not provide definitive guidelines for how leadership dimensions translate across cultures, but they do suggest that leaders need to take culture into account whenever managing employees from different cultures. There also appear to be universal aspects of leadership, particularly transformational leadership, regardless of country. Diff: 2 Page Ref: 387-393, 403-405 Topic: Application of Charisma and Transactional and Transformational Leaders Skill: AACSB: Analytic Skills; Multicultural and Diversity Quest. Category: Concept/Definitional LO: 5, 9


105) Compare and contrast Hersey and Blanchard's situational leadership theory with House's path-goal theory. Answer: Hersey and Blanchard's situation leadership theory is a contingency theory that focuses on the followers. Successful leadership is achieved by selecting the right leadership style, which Hersey and Blanchard argue is contingent on the level of the followers' readiness. The emphasis on the followers in leadership effectiveness reflects the reality that it is the followers who accept or reject the leaders. The term readiness refers to the extent to which people have the ability and willingness to accomplish a specific task. SLT says if a follower is unable and unwilling to do a task, the leader needs to give clear and specific directions; if followers are unable and willing, the leader needs to display high task orientation to compensate for the followers' lack of ability and high relationship orientation to get the follower to "buy into" the leader's desires; if followers are able and unwilling, the leader needs to use a supportive and participative style; and if the employee is both able and willing, the leader doesn't need to do much. Path- goal theory was developed by Robert House. The essence of the theory is that it's the leader's job to assist followers in attaining their goals and to provide the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organization. The term path-goal is derived from the belief that effective leaders clarify the path to help their followers get from where they are to the achievement of their work goals and make the journey along the path easier by reducing roadblocks. House identified four leadership behaviors. The directive leader lets followers know what is expected of them, schedules work to be done, and gives specific guidance as to how to accomplish tasks. The supportive leader is friendly and shows concern for the needs of followers. The participative leader consults with followers and uses their suggestions before making a decision. The achievement-oriented leader sets challenging goals and expects followers to perform at their highest level. House assumes that leaders are flexible and that the same leader can display any or all of these behaviors depending on the situation. Diff: 3 Page Ref: 384-385 Topic: Contingency Theories: Fiedler Model and Situational Leadership Theory Skill: AACSB: Analytic Skills Objective: Situational Leadership Theory and Path-Goal Theory Quest. Category: Application LO: 4


106) Explain the differences between charismatic, transformational, and authentic leadership. Could an individual display all three types of leadership? Answer: Charismatic leaders are those who are perceived to have heroic or extraordinary leadership abilities when they exhibit certain behaviors. Charismatic leaders have a vision, are willing to take personal risks to achieve that vision, are sensitive to follower needs, and exhibit unconventional behaviors. Transactional leaders inspire their followers by paying attention to their concerns, helping them rethink old problems in new ways, and encouraging them to achieve goals as a group. They can have an extraordinary effect on their followers, inspiring the m toward selfless goals that benefit the larger organization. As a result, transformational leadership is strongly correlated with lower turnover rates, higher productivity, lower employee stress and burnout, and higher employee satisfaction. Authentic leaders know who they are, know what they believe in and value, and act on those values and beliefs openly and candidly. Their followers consider them ethical people. The primary quality produced by authentic leadership, therefore, is trust. Authentic leader s share information, encourage open communication, and stick to their ideals. The result: people come to have faith in them. Some researchers, such as Robert House, believe that charismatic and transactional leadership are essentially synonymous. A leader who scores high on transformational leadership qualities is likely to score high on charisma as well. Both charismatic and transformational leaders could display the qualities of authentic leadership and engender trust in their followers as well. Therefore, it could be possible for a single leader to display all three types of leadership. Diff: 3 Page Ref: 387-397 Topic: Contingency Theories: Fiedler Model and Situational Leadership Theory Skill: AACSB: Reflective Thinking Quest. Category: Critical Thinking LO: 5, 6 107) What is the main difference between trait and behavioral leadership theories on the one hand, and contingency theories of leadership on the other? Answer: Trait and behavioral theories center around aspects of the individual leader–either personality characteristics or the actions that person performs. Contingency theories, by contrast, concern situational factors that affect leadership success. They focus on defining the conditions under which different leadership styles will succeed. Diff: 3 Page Ref: 377-387 Topic: Contingency Theories: Fiedler Model and Situational Leadership Theory Skill: AACSB: Reflective Thinking; Analytic Skills Quest. Category: Synthesis LO: 2, 3, 4


108) Explain Fiedler's contingency model. In your discussion, describe the role of the LPC (least preferred co-worker) questionnaire and identify the key situational factors that determine leadership effectiveness, according to this model. Answer: Fred Fiedler developed the first comprehensive contingency model for leadership. This model proposes that effective group performance depends upon the proper match between the leader's style and the degree to which the situation gives control to the leader. The least preferred co-worker (LPC) questionnaire is used to determine what the leader's basic style is. Sixteen contrasting adjectives are used to ask respondents to describe their leastpreferred co-worker. If the least preferred co-worker is described in relatively positive terms (a high LPC score), then the respondent is primarily interested in good personal relations with this co-worker. This person is considered relationship oriented. If the least preferred co-worker is primarily interested in productivity, they would be labeled task oriented. Fiedler assumes that an individual's leadership style is fixed. Fiedler identified three contingency dimensions that define the key situational factors that determine leadership effectiveness. a) Leader- member relations are the degree of confidence, trust, and respect members have in their leader. b) Task structure is the degree to which the job assignments are procedurized. c) Position power is the degree of influence a leader has over power variables such as hiring, firing, discipline, promotions, and salary increases. The better the leader- member relations, the more highly structured the job, and the stronger the position power, the more control the leader has. With knowledge of an individual's LPC and an assessment of the three contingency variables, Fiedler p roposes matching them up to achieve maximum leadership effectiveness. Task-oriented leaders tend to perform better in situations that were very favorable to them and in situations that were very unfavorable. Relationship oriented leaders perform better in moderately favorable situations. Fiedler has suggested recently that task-oriented leaders perform best in situations of high and low control, while relationshiporiented leaders perform best in moderate control situations. There are two ways to improve leader effectiveness. You can change the leader to fit the situation. The second alternative would be to change the situation to fit the leader. This could be done by restructuring tasks or increasing or decreasing the power that the leader has to control factors such as salary increases, promotions, and disciplinary actions. Diff: 3 Page Ref: 381-384 Topic: Contingency Theories: Fiedler Model and Situational Leadership Theory Skill: AACSB: Analytic Skills Objective: Fiedler Contingency Model Quest. Category: Synthesis LO: 4


109) Why might a charismatic leader exhibit unethical behaviors, and what have researchers proposed as a way to reduce the likelihood of such ethical problems? Answer: Charismatic leaders may display a "dark side," using their power to remake companies in their own image. Instead of acting in the best interests of their organizations, these types of leaders can allow their own interest and personal goals to override the goals of the organization. Companies such as Enron, Tyco, WorldCom, and HealthSouth, for instance, had leaders who recklessly used organizational resources for their personal benefit. These leaders violated laws and ethical boundaries to inflate stock prices and allow leaders to cash in millions of dollars in stock options. Scholars have tried to integrate ethical and charismatic leadership by advancing the idea of socialized charis matic leaders hip–leadership that conveys other centered (not self centered) values by leaders who model ethical conduct. Socialized charismatic leaders are able to bring employee values in line with their own values through their words and actions. These types of leaders set high ethical standards and demonstrate those standards through their own behavior. Diff: 3 Page Ref: 390, 394-395 Topic: Application of Charisma and Transactional and Transformational Leaders Skill: AACSB: Reflective Thinking; Analytic Skills Quest. Category: Synthesis LO: 5, 6


CH 12 Leadership

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