<p>Chapter 11 - Leadership: Fundamentals, Organizations</p><p>Chapter 11 Leadership: Fundamentals, Organizations</p><p>True / False Questions</p><p>1. (p. 312) Because scientists have been studying leadership for decades, the mystery of what makes a good leader has generally been revealed. FALSE</p><p>Difficulty: Medium Rationale: It spite of the fact that leadership has been studied for decades, it remains somewhat a mystery.</p><p>2. (p. 312) Leaders are individuals who influence other individuals to do what they might not do in the absence of a leader's influence. TRUE</p><p>Difficulty: Easy</p><p>3. (p. 312) A leader's acts affect other people more than other people's acts affect them. TRUE</p><p>Difficulty: Easy</p><p>4. (p. 313) Leadership is a broader concept than management. FALSE</p><p>Difficulty: Medium Rationale: Leadership is a narrower concept than management.</p><p>11-1 Chapter 11 - Leadership: Fundamentals, Organizations</p><p>5. (p. 313) A manager always engages in leadership. FALSE</p><p>Difficulty: Medium Rationale: A manager may or may not engage in leadership.</p><p>6. (p. 313) Organizations tend to select their leaders from individuals with similar backgrounds, experiences and qualifications. TRUE</p><p>Difficulty: Easy</p><p>7. (p. 313) Leaders at the highest levels have unilateral control over resources. FALSE</p><p>Difficulty: Medium Rationale: Not even leaders at the highest levels have unilateral control over resources.</p><p>8. (p. 313) External factors may be overwhelming and uncontrollable, no matter how astute, insightful and influential a leader may be. TRUE</p><p>Difficulty: Easy</p><p>9. (p. 314) Extreme intelligence differences between leaders and followers will always enhance productivity. FALSE</p><p>Difficulty: Easy Rationale: Extreme intelligence differences between leaders and followers can be dysfunctional.</p><p>11-2 Chapter 11 - Leadership: Fundamentals, Organizations</p><p>10. (p. 314) An effective leader needs only minimal technical knowledge relevant to the task being undertaken by followers. FALSE</p><p>Difficulty: Medium Rationale: A effective leader must demonstrate more than passing technical knowledge relevant to the task being undertaken.</p><p>11. (p. 314) Supervisory ability becomes less pronounced as one moves up the organizational hierarchy. FALSE</p><p>Difficulty: Medium Rationale: According to Ghiselli, supervisory ability become more pronounced as one moves up the organizational hierarchy.</p><p>12. (p. 314) Effective leaders share certain abilities and skills that enable them to do their job. TRUE</p><p>Difficulty: Medium</p><p>13. (p. 314) CEOs rarely see the actual work they initiate. TRUE</p><p>Difficulty: Easy</p><p>14. (p. 315) Ghiselli found that self-assurance was related to hierarchical position in the organization. TRUE</p><p>Difficulty: Medium</p><p>11-3 Chapter 11 - Leadership: Fundamentals, Organizations</p><p>15. (p. 315) Leaders have a relatively low need for power. FALSE</p><p>Difficulty: Easy Rationale: Leaders have a relatively high need for power.</p><p>16. (p. 315) Effective leaders have a relatively high need for affiliation. FALSE</p><p>Difficulty: Medium Rationale: Effective leaders have a relatively weak need for affiliation.</p><p>17. (p. 315) Trait test scores are predictive of leader effectiveness. FALSE</p><p>Difficulty: Medium Rationale: Trait test scores aren't consistently predictive of leader effectiveness.</p><p>18. (p. 315) Leadership traits act in combination, not alone, to influence followers. TRUE</p><p>Difficulty: Easy</p><p>19. (p. 316) Patterns of effective leadership behavior depend largely on the situation. TRUE</p><p>Difficulty: Easy</p><p>20. (p. 316) The trait approach provides insight into what effective leaders do on the job. FALSE</p><p>Difficulty: Medium Rationale: The trait approach fails to provide insight into what effective leaders do on the job; observations are needed.</p><p>11-4 Chapter 11 - Leadership: Fundamentals, Organizations</p><p>21. (p. 316) The trait approach to describing effective leader behavior is not completely invalid. TRUE</p><p>Difficulty: Easy</p><p>22. (p. 316) Global managers face lower levels of uncertainty than do their domestic counterparts. FALSE</p><p>Difficulty: Medium Rationale: Global managers face higher levels of uncertainty than their domestic counterparts.</p><p>23. (p. 317) The employee-centered leader uses close supervision so that subordinates perform their tasks using specified procedures. FALSE</p><p>Difficulty: Medium Rationale: This is a trait of a job-centered leader.</p><p>24. (p. 318) Leaders with a job-centered leadership style sometimes view concern for people as a luxury they can't always afford. TRUE</p><p>Difficulty: Easy</p><p>25. (p. 318) The employee-centered leader believes in delegating decision making and in creating a supportive work environment. TRUE</p><p>Difficulty: Easy</p><p>11-5 Chapter 11 - Leadership: Fundamentals, Organizations</p><p>26. (p. 318) An experienced leader can be both job- and employee-centered. FALSE</p><p>Difficulty: Medium Rationale: Studies suggest that a leader must be either job-centered or employee-centered; an individual cannot be both.</p><p>27. (p. 319) A high consideration score has been linked to lower proficiency ratings and fewer absences. TRUE</p><p>Difficulty: Hard</p><p>28. (p. 319) Male and female leaders exhibit equal amounts of initiating structure and consideration and have equally satisfied followers. TRUE</p><p>Difficulty: Medium</p><p>29. (p. 320) The linkage between leadership and such performance indicators as efficiency and production has been conclusively resolved by personal-behavioral theories. FALSE</p><p>Difficulty: Medium Rationale: The linkage between leadership and performance indicators hasn't been conclusively resolved by either of the personal- behavioral theories.</p><p>30. (p. 321) The situational theories of leadership approaches require a leader to have diagnostic skills in human behavior. TRUE</p><p>Difficulty: Medium</p><p>11-6 Chapter 11 - Leadership: Fundamentals, Organizations</p><p>31. (p. 321) What's effective leadership in one situation will always be effective in another. FALSE</p><p>Difficulty: Easy Rationale: What's effective leadership in one situation will be disorganized incompetence in another.</p><p>32. (p. 322) The leader's influence depends in part on acceptance by followers. TRUE</p><p>Difficulty: Easy</p><p>33. (p. 322) If a leader isn't trusted and is viewed negatively by followers, the situation will likely call for relationship-oriented leadership. FALSE</p><p>Difficulty: Medium Rationale: This situation would call for task-oriented leadership.</p><p>34. (p. 322) Position power in the contingency model refers to the power inherent in the leadership position. TRUE</p><p>Difficulty: Easy</p><p>35. (p. 324) Fiedler recommends that organizations concentrate on changing situations to fit their leaders, rather than changing (training) leaders to fit their situations. TRUE</p><p>Difficulty: Medium</p><p>11-7 Chapter 11 - Leadership: Fundamentals, Organizations</p><p>36. (p. 324) Individuals who prefer task-oriented behavior will benefit greatly from human relations skill training. FALSE</p><p>Difficulty: Medium Rationale: Individuals who prefer task-oriented behavior will not benefit from human relations training any more than would relationship- oriented leaders respond to training to make them more task-oriented.</p><p>37. (p. 325) The foundation of the path-goal theory is the expectancy motivation theory. TRUE</p><p>Difficulty: Medium</p><p>38. (p. 326) The higher a follower's perceived ability relative to task demands, the more likely he/she is to accept a directive leader style. FALSE</p><p>Difficulty: Medium Rationale: A subordinate with a high degree of perceived ability is less likely to accept a directive leader style because this type of leadership would be considered unnecessarily close.</p><p>39. (p. 327) One study found that when task structure was low, directive leader behavior was positively related to satisfaction. TRUE</p><p>Difficulty: Medium</p><p>40. (p. 328) A person high in job readiness has the self-motivation and desire to do high-quality work and has little need for direct supervision. FALSE</p><p>Difficulty: Medium Rationale: A person high in job readiness has the knowledge and ability to perform the job without a manager structuring or directing the work; a person high in psychological readiness has the self-motivation and desire to do it without direct supervision.</p><p>11-8 Chapter 11 - Leadership: Fundamentals, Organizations</p><p>41. (p. 330) Just asking an insecure follower to participate can sometimes result in more insecurity. TRUE</p><p>Difficulty: Medium</p><p>42. (p. 331) The leader-member exchange theory of leadership proposes that leader behavior is consistent across subordinates. FALSE</p><p>Difficulty: Hard Rationale: The leader-member exchange theory of leadership proposes that there is no such thing as consistent leader behavior across subordinates.</p><p>43. (p. 331) An out-group member isn't the type of person the leader prefers to work with and this attitude is likely to become a self-fulfilled prophecy. TRUE</p><p>Difficulty: Easy</p><p>11-9 Chapter 11 - Leadership: Fundamentals, Organizations</p><p>Multiple Choice Questions</p><p>44. (p. 312) ______occurs when one group member modifies the motivation or competencies of others in the group. A. Management B. Leadership C. Motivation D. All of the above</p><p>Difficulty: Medium</p><p>45. (p. 312-313) Acceptance of a leader's directives or requests rests largely on the followers' ______. A. Acceptance of the leader B. Expectations that a favorable response can lead to an attractive outcome C. Abilities, intelligence and experience D. Prior experiences with the leader</p><p>Difficulty: Medium</p><p>46. (p. 314) A leader with a relatively high IQ who is attempting to influence a group whose members have average IQs may have trouble with all of the following except: A. Understanding why the members don't comprehend the problem B. Communicating ideas C. Communicating policies D. Expressing sympathy</p><p>Difficulty: Easy</p><p>11-10 Chapter 11 - Leadership: Fundamentals, Organizations</p><p>47. (p. 314) The ability to get along with others is attributed to all of the following except: A. Persuasiveness B. Intelligence C. Tact D. Diplomacy</p><p>Difficulty: Easy</p><p>48. (p. 314-315) A problem with trait theories is that ______. A. New traits are being added to the list every year B. They fail to provide insight into what the effective leader does on the job C. Trait test scores don't consistently predict leader effectiveness D. All of the choices are correct</p><p>Difficulty: Medium</p><p>49. (p. 315) Edwin Ghiselli found that the ability to initiate action decisively was related to an individual's ______in the organization. A. Seniority B. Job C. Level D. Reputation</p><p>Difficulty: Medium</p><p>50. (p. 318) A leader with a ______tendency supports open communication and participation. A. High consideration B. High initiating structure C. Low initiating structure D. Low consideration</p><p>Difficulty: Easy</p><p>11-11 Chapter 11 - Leadership: Fundamentals, Organizations</p><p>51. (p. 318) The Ohio State research identified two behaviors of effective leadership, which are ______. A. Participative and directive B. Initiating structure and consideration C. Task and relationship D. Employee-centered and job-centered</p><p>Difficulty: Medium</p><p>52. (p. 319) Supervisors who scored ______on initiating structure had high proficiency ratings from supervisors, but also had more employee grievances. A. High B. Low</p><p>Difficulty: Easy</p><p>53. (p. 320) Situational theories suggest that leadership effectiveness depends on the fit between personality, task and ______. A. Power B. Attitudes C. Perceptions D. All of the above</p><p>Difficulty: Hard</p><p>54. (p. 321) All of the following are important to managers who want to modify their styles to cope with changes in the work environment except: A. Forces within the managers B. Forces within outside organizations C. Forces in the subordinates D. Forces in the situation</p><p>Difficulty: Medium</p><p>11-12 Chapter 11 - Leadership: Fundamentals, Organizations</p><p>55. (p. 321) The contingency model of leadership effectiveness postulates that group performance is dependent on the interaction between leadership style and ______. A. Employee behavior B. Group leaders C. Situational favorableness D. Task structure</p><p>Difficulty: Hard</p><p>56. (p. 321) Fiedler proposes that all of the following determine whether a task- or relationship- oriented style is more effective except: A. Situational favorableness B. Leader-member relations C. Task structure D. Position power</p><p>Difficulty: Hard</p><p>57. (p. 321) From theoretical as well as intuitive points of view, ______is/are likely to be the most important variable in a situation. A. Situational favorableness B. Interpersonal leader-follower relationships C. Position power D. Task structure</p><p>Difficulty: Hard</p><p>58. (p. 323) ______would be the preferred leadership style in situations where leader-member relations are poor, task structure is high and position power is strong. A. Relationship-motivated B. Task-motivated C. Either style will work</p><p>Difficulty: Hard</p><p>11-13 Chapter 11 - Leadership: Fundamentals, Organizations</p><p>59. (p. 323) ______would be the preferred leadership style in situations where leader-member relations are poor, task structure is low and position power is weak. A. Relationship-motivated B. Task-motivated C. Either style will work</p><p>Difficulty: Hard</p><p>60. (p. 325) A ______leader treats subordinates as equals. A. Directive B. Supportive C. Achievement-oriented D. Participative</p><p>Difficulty: Medium</p><p>61. (p. 325) The path-goal leadership model attempts to predict leadership effectiveness ______. A. Under stress B. In new leaders C. In different situations D. With unskilled and unwilling employees</p><p>Difficulty: Hard</p><p>62. (p. 325) Early path-goal work led to the development of a complex theory involving four specific leader behaviors: directive, supportive, participative and ______. A. Intuitive B. Achievement C. Teaching D. Nuturing</p><p>Difficulty: Hard</p><p>11-14 Chapter 11 - Leadership: Fundamentals, Organizations</p><p>63. (p. 325) Early path-goal work led to the development of a complex theory involving three subordinate attitudes: ______, acceptance of the leader and expectations about effort-performance-reward relationships. A. Self-assurance B. Power need C. Job satisfaction D. Participative behavior</p><p>Difficulty: Hard</p><p>64. (p. 326) The ______leader sets challenging goals, expects subordinates to perform at the highest level and continually seeks performance improvement. A. Directive B. Supportive C. Participative D. Achievement-oriented</p><p>Difficulty: Medium</p><p>65. (p. 325-326) The ______leader consults with subordinates and considers their suggestions and ideas before reaching a decision. A. Directive B. Supportive C. Participative D. Achievement-oriented</p><p>Difficulty: Medium</p><p>66. (p. 326) According to the path-goal theory, leaders should increase the number and kinds of ______available to subordinates. A. Tasks B. Rewards C. Career paths D. Challenges</p><p>Difficulty: Medium</p><p>11-15 Chapter 11 - Leadership: Fundamentals, Organizations</p><p>67. (p. 326) Two situational variables are considered in the path-goal theory: personal characteristics of the subordinates and ______. A. Personal characteristics of the leader B. Specifics of the task demands C. Environmental pressures and demands D. Both A and C</p><p>Difficulty: Hard</p><p>68. (p. 326) Individuals with an internal locus of control are generally more satisfied with a ______style of management. A. Directive B. Participative C. Achievement-oriented D. Supportive</p><p>Difficulty: Hard</p><p>69. (p. 327) The path-goal theory proposes that leader behavior is motivational to the extent that it helps subordinates cope with ______uncertainties. A. Goal B. Environmental C. Job D. Management</p><p>Difficulty: Medium</p><p>70. (p. 328) The emphasis of the situational leadership model is on followers and their ______. A. Level of maturity B. Years of experience C. Place in the organizational hierarchy D. All of the above</p><p>Difficulty: Medium</p><p>11-16 Chapter 11 - Leadership: Fundamentals, Organizations</p><p>71. (p. 330) An R&D lab with expert, experienced scientists who are totally able and willing to do the job would flourish under a ______style of leadership. A. Telling B. Selling C. Participating D. Delegating</p><p>Difficulty: Easy</p><p>72. (p. 331) The ______rests on the assumption that the leader's perception of followers influences the leader's behavior. A. The leader-member exchange approach to leadership B. Contingency model of leadership C. Path-goal model of leadership D. The situational leadership model</p><p>Difficulty: Medium</p><p>73. (p. 332) The statement "Leaders are task- or relationship-oriented; the job should be engineered to fit the leader's style" is representative of ______. A. The leader-member exchange approach to leadership B. Fiedler's contingency model of leadership C. House's path-goal model of leadership D. The Hersey-Blanchard situational leadership model</p><p>Difficulty: Hard</p><p>74. (p. 332) The statement "The perceptive leader is able to adapt his/her style to fit followers' needs" is representative of ______. A. The leader-member exchange approach to leadership B. Fiedler's contingency model of leadership C. House's path-goal model of leadership D. The Hersey-Blanchard situational leadership model</p><p>Difficulty: Hard</p><p>11-17 Chapter 11 - Leadership: Fundamentals, Organizations</p><p>Hometown Medical Clinic is a large, integrated medical practice with 45 employees. Meghan Swazy is in charge of billing and records and oversees three clerks in the department. Their tasks are rather mundane and are clearly outlined in the records manual. The clerks have worked there at least two years and they get along with Meghan very well, even though she is tasked with evaluating their work. Dr. Jerry Sinden, a founding partner is recognized as a genius in his field. Although he can be rather surly, he is well liked and respected by the other doctors. Because the organization is a partnership, Jerry's power is somewhat limited, but he is anxious to see all of the doctors succeed in their specialty. Marlene Dimler is the new head of the medical assistants. Marlene has always gotten along well with her coworkers and is respected for her work. Her job duties vary from day to day because almost all supervision of the assistants comes from the doctors themselves, who outrank her. The assistants' tasks depend on the patients, the types of illnesses and which physicians are working that day.</p><p>75. (p. 321-324) Based on Fiedler's contingency leadership model, the preferred leadership style for Meghan Swazy is ______A. Role-motivated B. Task-motivated C. Relationship-motivated</p><p>Difficulty: Hard</p><p>11-18 Chapter 11 - Leadership: Fundamentals, Organizations</p><p>76. (p. 321-324) Based on Fiedler's contingency leadership model, the preferred leadership style for Dr. Sinden is ______. A. Role-motivated B. Task-motivated C. Relationship-motivated</p><p>Difficulty: Hard</p><p>77. (p. 321-324) Based on Fiedler's contingency leadership model, the preferred leadership style for Marlene Dimler is ______. A. Role-motivated B. Task-motivated C. Relationship-motivated</p><p>Difficulty: Hard</p><p>Recently, you've begun to have trouble with a subordinate. He has become lackadaisical and only your constant prodding has brought about task completion. Because of past experience with him, you suspect that he may not have all the expertise needed to complete the high- priority task you have given him.</p><p>78. (p. 330) The best action to take in reference to scenario 11-78 would be to: A. Continue to direct and follow up on this efforts to complete the task B. Continue to supervise his work and try to determine his attitudes and feelings about the assignment C. Involve him in task problem solving, offer support and use his ideas in the task completion D. Let him know that this is an important task and ask him to contact you if he has any questions or problems</p><p>Difficulty: Medium</p><p>11-19 Chapter 11 - Leadership: Fundamentals, Organizations</p><p>79. (p. 331) The worst action to take in reference to scenario 11-78 would be to: A. Continue to direct and follow up on this efforts to complete the task B. Continue to supervise his work and try to determine his attitudes and feelings about the assignment C. Involve him in task problem solving, offer support and use his ideas in the task completion D. Let him know that this is an important task and ask him to contact you if he has any questions or problems</p><p>Difficulty: Medium</p><p>11-20 Chapter 11 - Leadership: Fundamentals, Organizations</p><p>Fill in the Blank Questions</p><p>80. (p. 312) ______is an attempt to use influence to motivate individuals to accomplish some goal. Leadership</p><p>Difficulty: Hard</p><p>81. (p. 315) Working within the system to accomplish socially desirable outcomes is called ______orientation. socialized power</p><p>Difficulty: Hard</p><p>82. (p. 317) Researchers have identified two distinct styles of leadership, job-centered and ______-centered. employee</p><p>Difficulty: Hard</p><p>83. (p. 318) A series of studies undertaken by Ohio State University isolated two leadership behaviors, initiating structure and ______. consideration</p><p>Difficulty: Hard</p><p>84. (p. 321) Fiedler's studies led him to believe that leaders practice one of two leadership styles: task-oriented or ______-oriented. relationship</p><p>Difficulty: Hard</p><p>11-21 Chapter 11 - Leadership: Fundamentals, Organizations</p><p>85. (p. 328) ______is defined as the ability and willingness of people (followers) to take responsibility for directing their own behavior. Readiness</p><p>Difficulty: Hard</p><p>11-22 Chapter 11 - Leadership: Fundamentals, Organizations</p><p>Short Answer Questions</p><p>86. (p. 313) Efficiency is a measure of organizational effectiveness (results). Name four other things that could be used as a measure of effectiveness. </p><p>Any four of the following: production, quality, flexibility, satisfaction, competitiveness, development and survival. Other answers may also be correct, such as number of students promoted.</p><p>Difficulty: Hard</p><p>87. (p. 314) List four ways in which the traits of leaders can be identified for later study. </p><p>Any four of the following: personnel testing, observation, voting by associates, nomination rating by observers and analysis of biographical data.</p><p>Difficulty: Hard</p><p>88. (p. 314-315) List three personality traits that are often associated with leadership effectiveness. </p><p>Any three of the following: alertness, energy level, tolerance, emotional maturity, originality, personal integrity and self-confidence.</p><p>Difficulty: Medium</p><p>89. (p. 317) Leaders must cope with two separate but interrelated aspects of their situations. The first is "they must accomplish the task." What is the second? </p><p>They must do so through the efforts of those they lead.</p><p>Difficulty: Hard</p><p>11-23 Chapter 11 - Leadership: Fundamentals, Organizations</p><p>90. (p. 325) What is the leader's role in path clarification? </p><p>Helping subordinates understand which behaviors will result in goal accomplishment.</p><p>Difficulty: Medium</p><p>91. (p. 328) What are the two types of readiness that one should consider when evaluating employees? </p><p>Job and psychological.</p><p>Difficulty: Hard</p><p>92. (p. 328) Hersey and Blanchard used the Ohio State studies to further develop four leadership styles. The first is telling. What are the other three? </p><p>Selling, participating and delegating.</p><p>Difficulty: Medium</p><p>11-24 Chapter 11 - Leadership: Fundamentals, Organizations</p><p>Essay Questions</p><p>93. (p. N/A) Every group to which you've belonged doubtless included one person you considered to be more influential than others. Choose one of these groups, then explain who you most considered the leader and why. </p><p>Student answers will vary.</p><p>Difficulty: Medium</p><p>94. (p. 316) What are some of the more important characteristics that a global leader must possess in order to be successful? </p><p>In order to be successful, global leaders must be inquisitive, have an emotional connection with employees and stakeholders throughout the company's worldwide operations and display ethical behavior and loyalty to the company's agreed-upon values and strategy. They must also be able to manage uncertainty and have business and organizational savvy.</p><p>Difficulty: Medium</p><p>95. (p. 322) The contingency model refers to power that is inherent in leadership positions. To determine leader position power, what three questions must you ask? </p><p>(a) Can the supervisor recommend subordinate rewards and punishments to the boss? (b) Can the supervisor punish or reward subordinates on her own? (c) Can the supervisor recommend promotion or demotion of subordinates?</p><p>Difficulty: Hard</p><p>11-25 Chapter 11 - Leadership: Fundamentals, Organizations</p><p>96. (p. 324) The text suggests that a way to raise morale is to provide positive outcomes for subordinates. Give two examples of a "positive outcome." </p><p>Examples of "positive outcomes" can include such things as special bonuses, time off, desirable assignments and so on. Although not mentioned in the text, students may mention things that would appeal to themselves, such as new office furniture, updated software, free meals or a company car.</p><p>Difficulty: Medium</p><p>97. (p. 327) It has been suggested that subordinate performance can cause changes in leader behavior, just as leader behavior can cause changes in subordinate performance. Describe a scenario in which you observed a subordinate cause changes in a leader's behavior. </p><p>Student answers will vary.</p><p>Difficulty: Medium</p><p>98. (p. 331) The leader-member exchange theory of leadership suggests that leaders classify subordinates into in-group members and out-group members. Describe a situation in which you were clearly a member of either the in-group or the out-group. Explain the positive and/or negative consequences that you experienced by being in this group. </p><p>Student answers will vary.</p><p>Difficulty: Easy</p><p>99. (p. N/A) Would you prefer to have a job with a high amount of position power or one with very low position power? Why? </p><p>Student answers will vary.</p><p>Difficulty: Easy</p><p>11-26 Chapter 11 - Leadership: Fundamentals, Organizations</p><p>Matching Questions</p><p>100. (p. 328) Match the degree of follower's readiness to assume personal responsibility to the most appropriate leadership behavior. </p><p>1. Able, unwilling Telling: instructing and supervising 3 2. Able, willing Delegating: coaching and assisting 2 3. Unable, unwilling Selling: explaining and clarifying 4 4. Unable, willing Participating: sharing and facilitating 1 </p><p>Difficulty: Medium</p><p>11-27</p>