Within organizations, leaders are needed to ________ and managers are needed to

Essentials of Organizational Behavior, 14e (Robbins/Judge) Chapter 12 Leadership

1. Leadership is best defined as ________. A) the ability to influence a group toward the achievement of a vision or set of goals B) the process of drawing up formal plans and monitoring their implementation C) the process of carrying out the vision and strategy provided by management D) the process of coordinating and staffing the organization and handling day-to-day problems E) the proper use of the influence gained exclusively as a result of one's organizational position Answer: A

2. Which of the following statements regarding leadership is true? A) All leaders are managers. B) Formal rights ensure good leadership. C) All managers are leaders. D) All leaders are hierarchically superior to followers. E) Nonsanctioned leadership is as important as formal influence. Answer: E

3. Within organizations, leaders are needed to ________ and managers are needed to ________. A) oversee the manager; execute the leaders ideas B) challenge the status quo; create visions of the future C) formulate detailed plans; create efficient organizational structures D) inspire organizational members; oversee day-to-day operations E) Leaders and managers both do all of the above. Answer: D

4. Leaders who emerge from outside of the formal structures of the organization are called ________. A) nonsanctioned leaders B) transformational leaders C) transactional leaders D) managers E) mentors Answer: A

5. Sharla, Thom, and Irving started working at the Golden Hotel one year ago. Though they were all hired at the same time and for the same position, Sharla is often viewed as being a leader on the team. Sharla is an example of a ________ leader. A) transactional B) transformational C) sanctioned D) nonsanctioned E) charismatic Answer: D

6. Which theory of leadership differentiates leaders from nonleaders by focusing on personal qualities and characteristics?

A) Fiedler's model B) attributes theory C) LMX theory D) contingency theory E) trait theory Answer: E

1. Early research efforts at isolating leadership traits resulted in a number of dead ends. A breakthrough, of sorts, came when researchers began ________. A) organizing traits around the Big Five personality framework B) using the Keirsey Temperament Sorter C) using Cattell's 16 personality factors D) focusing on Eysenck's three factor model E) considering the Revised NEO Personality Inventory Answer: A

2. Leaders who effectively display and manage emotions will ________. A) not express genuine enthusiasm B) keep the commitments they make C) find it easier to influence the feelings of followers D) focus on their own self-interest E) use sympathy for those who fail to perform Answer: C

3. According to research, which of the Big Five personality traits is the most important in effective leaders? A) conscientiousness B) openness C) extraversion D) agreeableness E) emotional stability Answer: C

4. Emotional intelligence (EI) is critical to effective leadership because one of its core components is ________. A) conscientiousness B) empathy C) optimism D) introversion E) perfectionism Answer: B

5. ________ and ________ people are more likely to assert themselves in group situations. A) Sociable; manipulative B) Sociable, dominant C) Stern; manipulative D) Stern; dominant E) Sociable; withdrawn

B) self-awareness and self-regulation C) self-regulation and narcissism D) narcissism and openness to new experiences E) openness to new experiences and emotional stability Answer: B

1. Navar is an Emotionally Intelligent, well-respected manager at a financial analytics firm. One day, Navar sensed something was wrong with one of his team members, Michael, and asked him what was wrong. Michael immediately started crying and telling Navar that his grandmother was sick and in the hospital. Being high in EI, which reaction is most likely for Navar? A) Navar starts crying along with Michael and gives him a hug. B) Navar hurriedly gets Michael out of the room so he will not embarrass himself. C) Navar listens quietly to Michael but does not offer any type of advice or physical contact. D) Navar tells Michael step outside to regain his composure. E) Navar tells Michael all about how when his own grandmother was sick. Answer: C

2. Which of the following theories of leadership implies that individuals can be trained to become leaders? A) trait theories B) LMX theory C) contingency theories D) behavioral theories E) Fiedler model Answer: D

3. The Ohio State Studies narrowed the independent dimensions of leader behavior to two dimensions that substantially accounted for most of the leadership behavior described by employees: consideration and ________. A) employee-orientation B) empathy C) constructing vision D) initiating structure E) charisma Answer: D

4. A leader high in initiating structure is most likely to ________. A) emphasize meeting deadlines B) yell at people in meetings C) allow workers to define their own standards of performance D) both A and B E) both A and C Answer: A

5. In the context of behavioral dimensions of leadership identified in the Ohio State Studies, initiating structure refers to the extent to which ________. A) a person's job relationships are characterized by mutual trust, respect for employees' ideas, and regard for their feelings

B) a leader engages in participative management C) a leader is accepting of and respects individual differences among various team members D) a leader is likely to define and structure his or her role and those of employees in the search for goal attainment E) a leader initiates efforts to communicate personally with employees Answer: D

1. Kimberley, a manager at a large company, tends to assign group members to particular tasks, expects workers to maintain definite standards of performance, and emphasizes the meeting of deadlines. In the light of the Ohio State Studies, this indicates that Kimberley, as a leader, is ________. A) low in task orientation B) high in consideration C) relationship oriented D) employee oriented E) high in initiating structure Answer: E

2. In the context of behavioral dimensions of leadership identified in the Ohio State Studies, ________ is the extent to which a person's job relationships are characterized by mutual trust, respect for employees' ideas, and regard for their feelings. A) consideration B) initiating structure C) production orientation D) task orientation E) position power Answer: A

3. The two dimensions of leadership behavior identified in the University of Michigan studies are ________. A) absolute leadership and contingency leadership B) transformational leaders and authentic leaders C) employee-oriented leaders and production-oriented leaders D) initiating structure and consideration E) initiation and completion Answer: C

4. The University of Michigan studies define a(n) ________ leader as one who takes a personal interest in the needs of his/her subordinates. A) contingency B) task-oriented C) employee-oriented D) production-oriented E) structure initiating Answer: C

5. If a leader's main concern is accomplishing his/her group's tasks, the University of Michigan studies label this leader ________.

D) decision making without initiating structure E) moderately participatory decision making Answer: E

1. Contingency theories focus on the ________ that impact leadership success. A) leader's personal characteristics and qualities B) leader's abilities to inspire and transform followers C) situational variables D) values and ethics E) aspects of the leader's behavior Answer: C

2. If followers are ________ and ________, the leader needs to use a supportive and participative style. A) unable; willing B) able; unwilling C) able; willing D) unable; unwilling E) able; complacent Answer: B

3. If followers are ________ and ________, the leader does not need to act. A) unable; willing B) able; unwilling C) able; willing D) unable; unwilling E) able; complacent Answer: C

4. If a survey respondent sees his or her least preferred co-worker in unfavorable terms, Fiedler would categorize the respondent as ________. A) high in consideration B) task-oriented C) low in initiating structure D) employee-oriented E) relationship oriented Answer: B

5. Fran has just completed and scored the LPC questionnaire given to her during an evaluation exercise. She is surprised when she finds out that she described her least preferred co-worker in relatively positive terms because she recalls being particularly annoyed by this difficult co- worker several times in the past. 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 ambiguous 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 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

1. Fiedler's contingency leadership model assumes that ________. A) an individual's leadership style is essentially fixed B) an individual can use the LPC to change his/her style to a more productive style C) there is no ideal way to match leadership styles with situations D) all leaders can learn to adapt to different contingencies E) each person's style will change in accordance with the situation at hand Answer: A

2. Fiedler labels the degree of confidence, trust, and respect that subordinates have in their leader as ________. A) leader-member relations B) task structure C) position power D) leader-member exchange E) leader-member orientation Answer: A

3. Which of the following situational dimensions identified by Fiedler relates to the degree to which job assignments are procedurized, that is, structured or unstructured? A) leader-member relations B) task orientation C) task structure D) initiating structure E) productivity oriented Answer: C

4. In the context of Fiedler's model, the situational dimension termed ________ relates to the degree of influence a leader has over power variables such as hiring, firing, discipline, promotions, and salary increases. A) task structure B) leader-member exchange C) position power D) initiating structure E) leader-member relations Answer: C

5. If you were using the Fiedler contingency model of leadership to establish a scenario in your company which gives managers maximum control, which of the following combinations of situational dimensions would you seek to achieve? A) high task structure, good leader-member relations, and strong position power B) limited position power, good leader-member relations, and low task structure C) less structured jobs, strong position power, and moderate leader-member relations D) broad employee responsibilities, low position power, and moderate leader-member relations E) good leader-member relations, low position power, and unstructured jobs Answer: A

C) setting an example for followers through actions and words D) articulating an appealing vision E) communicating high performance expectations Answer: D

1. Which of the following is true about the effectiveness of charismatic leadership? A) Research shows scant correlations between charismatic leadership and high performance. B) Charisma may not always be generalizable. C) Charisma appears most successful when the environment is stress-free. D) Charismatic leaders usually surface when the organization is stable and successful. E) Charismatic leadership qualities are best utilized in lower-level management jobs. Answer: B

2. Leaders who clarify role and task requirements to accomplish established goals exhibit a(n) ________ style of leadership. A) transformational B) transactional C) charismatic D) authentic E) situational Answer: B

3. ________ leaders inspire followers to transcend their self-interests for the good of the organization and can have an extraordinary effect on their followers. A) Transformational B) Transactional C) Task-oriented D) Laissez-faire E) Transcendental Answer: A

4. How do charismatic leaders reduce stress for their employees? A) They show their ability to leverage higher salaries even with mediocre performance. B) They advise a larger-than-life attitude that does not act in the best interest of the organization. C) They convince their followers to pursue a vision that can be ruinous. D) They help make work seem more meaningful and interesting. E) They encourage those who follow them to be more creative. Answer: D

5. In terms of the full range of leadership model, which leader behavior is the least effective? A) management by exception (active) B) contingent reward C) management by exception (passive) D) individualized consideration E) laissez-faire Answer: E

6. According to the full range of leadership model, which of the following leader behaviors will

enable leaders to motivate followers to perform above expectations and transcend their self- interest for the sake of the organization? A) management by exception (active) B) contingent reward C) individualized consideration D) management by exception (passive) E) laissez-faire Answer: C

1. Individuals who are narcissistic are higher in some behaviors associated with ________. A) charismatic leadership B) transactional leadership C) transformational leadership D) authentic leadership E) servant leadership Answer: A

2. Martin Luther King, Ronald Reagan, Mary Kay Ash, and Steve Jobs are often considered as examples of ________ leaders. A) transactional B) transformational C) sanctioned D) nonsanctioned E) charismatic Answer: E

3. Research indicates that charismatic leadership strategies work as followers "________" the emotions and values their leader is conveying. A) manipulate B) catch C) influence D) discourage E) mimic Answer: B

4. According to the Leader-Member Exchange theory, followers with ingroup status experience all of the following except which? A) engagement in more citizenship behaviors B) higher levels of satisfaction with their superior C) higher performance ratings D) participate in more helping behaviors E) rise more quickly within the organization Answer: E

5. Organizations with transformational leaders generally have a greater ________, managers with ________, and ________ geared toward long-term results. A) decentralization of responsibility; higher propensity to take risks; advancement plans B) centralization of responsibility; higher propensity to take risks; advancement plans

Answer: C

1. 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 constantly questions his or her values. E) The leader inspires a great deal of trust in his or her followers. Answer: E

2. How is team potency described in the context of servant leadership? A) It is a belief that one's team has above-average skills and abilities. B) It is a psychological state when you agree to make yourself vulnerable to another. C) It is the ability to influence a group toward the achievement of a vision. D) It is the degree to which job assignments are procedurized. E) It is an attribution people make about other individuals. Answer: A

3. The concept of socialized charismatic leadership seeks to integrate charismatic leadership with ________ leadership. A) transformational B) production-oriented C) relational D) ethical E) transactional Answer: D

4. All of the following are consequences of a relationship of trust between supervisors and employees, except that ________. A) trust facilitates information sharing B) trusting groups are more effective C) trust discourages taking risks D) trust enhances productivity E) company bottom lines are positively influenced by trust Answer: C

5. Which of the following is a characteristic of a servant leader? A) one who uses power to achieve ends B) one who focuses on self-interest C) one who reduces team potency D) one who gives orders to followers E) one who serves the needs of others Answer: E

6. Research indicates that leaders who model ________ help followers to understand the grown process for their own development. A) intelligence B) emotional intelligence C) transformational leadership D) humility E) articulate communication Answer: D

7. ________ is a psychological state that exists when you agree to make yourself vulnerable to another because you have positive expectations about how things are going to turn out. A) Consideration B) Trust C) Empowerment D) Empathy E) Respect Answer: B

8. A senior level employee who sponsors and supports a less-experienced employee is a ________. A) protégé B) mentor C) guardian angel D) colleague E) protectorate Answer: B

9. Within mentoring relationships, ________. A) only the protégé benefits B) the protégé mainly benefits, but the mentor might also benefit C) both the protégé and the mentor benefit D) the mentor mainly benefits, but the protégé might also benefit E) only the mentor benefits Answer: C

10. The primary benefit(s) of mentoring is/are ________. A) monetary B) performance C) psychological D) both B and C E) all A, B, and C Answer: C

11. Which of the following statements accurately describes the attribution theory of leadership? A) Leadership is merely an attribution people make about other individuals. B) Good leaders attribute their successes to their team or group members. C) Leadership qualities are attributions that are independent of performance. D) The achievement of group goals is rarely attributed to good leadership.

Why leaders and managers are needed in organizations?

What is the need of a leader in an organization?

What does an organization need a manager a leader or both?