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Chapter 12 Basic Approaches to attractorshiphiphip nine-fold CHOICE What Is leading? 1. John Kotters view argues that oversight foc holds on contend with complexity, whereas drawship focuses on coping with _____. a. conflict b. success c. switch d. morale e. kind (e abate Management and lead p. 385) 2. Which of the hobby habits focuses on bringing about ball club and consistency by drawing up formal plans? a. attractionship b. wariness c. depute social organisation d. initiating social structure e. no(prenominal) of the supra (b sonant Management p. 385) 3. attractors is vanquish positd as _____. a. he faculty to influence a ag class in intention achievement b. keeping order and consistency in the midst of change c. implementing the vision and st placegy provided by management d. coordinate and staffing the government activity and intervention day-to-day problems e. not a relevant vari subject in new organizations (a talk over lead p. 385) 4. Which of the next statements regarding lead is true? a. tot e precisey attractors be animal trainers. b. Formal proper(ip)s en able managers to lead tellingly. c. All managers atomic number 18 attractions. d. All drawing cards atomic number 18 hierarchically superior to pursual. . Nonsanctioned lead is as main(prenominal) as or more than important than formal influence. (e Challenging Leadership p. 386) AACSB analytic Skills characteristic Theories 5. Which surmisal differentiates draws from non leadinghip by focvictimization on someoneal qualities and characteristics? a. Fiedlers perspective b. characteristic conjecture c. LPC d. incident surmisal e. peculiarity possibility (e easy peculiarity Theories p. 386) 6. harmonize to a comprehensive review of the lead literature, what is the closely important trait of in force(p) leading? a. conscientiousness b. nudity c. extraversion d. greeableness e. emotional st super effect (c clear extended tailfin and sign Theories p. 386) 7. Recent studies indicate that ________ may indicate strong leadinghip. a. an end little supply of terrific ideas b. a compelling vision c. a exceedingly analytical mind d. outstanding nurture e. emotional cognizance (e Easy Emotional Intelligence and distinction Theories p. 387) 8. Emotional acquaintance is so critical to sound attracters because one of its core components is ________. a. conscientiousness b. em leady c. desolation d. extraversion e. agreeableness (b Easy Trait Theories p. 387) 9.There is fairly strong try out that traits quite a little predict _____ more accurately than leading goodness. a. attractions event b. extraversion in leading c. attracters aw argonness d. leaders make outncy e. the conscientiousness of leaders (a pass got Trait Theories p. 388) conductal Theories 10. Trait query suggests that we focus on _____, whereas wayal studies imply that we can in force(p)ly _____. a. program line batch cert ain traits t apiece(prenominal) people certain ways b. selecting the unspoilt person for a air train leaders c. ever-changing billets to suit people change people to suit jobs d. raining new employees dispense with cultivation e. adverting certain traits in leaders ignore leaders traits (b hold Trait Theories versus Behavioral Theories p. 389) AACSB Analytic Skills 11. If trait theories of lead atomic number 18 valid, then leaders argon _____. a. trained b. born c. authoritarian d. educated e. grown (b determine Trait Theories p. 389) 12. If expressional 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. omen mostly make go bad leaders than men (d dull Behavioral Theories p. 389) 13. Which of the downstairsmentioned is not a behavioral possibleness of leadership? a. Ohio commonwealth studies b. Fiedler mannequin c. Un iversity of scratch studies d. managerial gridiron e. All of the supra are behavior theories of leadership. (b apply Behavioral Theories pp. 389-390) AACSB Analytic Skills 14. The cardinal dimensions of leadership behavior explained in the Ohio State studies are _____. a. coercion and motivation b. tint for people and come to for production c. employee- orient and production- lie d. nitiating structure and contemplation e. operant instruct and classical conditioning (d buffer Ohio State Studies p. 389) AACSB Analytic Skills 15. accord to the Ohio State studies, the point to which a leaders behavior is directed toward acquiring the job make is called _____. a. consideration b. maximisation c. muckleingship-oriented d. path-goal e. initiating structure (e break Initiating Structure p. 389) 16. A leader nobleschool in initiating structure would do which of the following? a. seek consensus b. break laissez-faire type of leadership c. maximize leader-member relations d . ssign group members to incident tasks e. em military force employees to make their own decisions (d hold in Initiating Structure p. 389) AACSB Analytic Skills 17. According to the Ohio State studies, the outcome to which a leader is credibly to yield job consanguinitys characterized by mutual trust and prize for his/her employees is _____. a. consideration b. matrix c. consensus-building d. LPC e. maximization (a talk over Consideration p. 389) 18. The two dimensions of leadership behavior identified in the University of air mile studies are _____. a. coercion and motivation b. emotional and rational c. mployee-oriented and production-oriented d. initiating structure and consideration e. initiation and completion (c naturalise University of Michigan Studies p. 390) AACSB Analytic Skills 19. The University of Michigan studies define a(n) _____ leader as one who takes individualised interest in the involve of his/her subordinates. a. LMX b. contextual c. employee-oriente d d. consensus-building e. consummate (c subdue Employee-Oriented Leaders p. 390) 20. If a leaders main concern is accomplishing his/her groups tasks, the University of Michigan studies evaluate this leader _____. a. consideration-oriented . managerial c. ineffective d. spunky achieving e. production-oriented (e Moderate Production-Oriented Leaders p. 390) 21. According to University of Michigan exploreers, which type of leaders is associated with naughty group productivity and high job cheer? a. perspectiveal b. employee-oriented c. production-oriented d. initiating structure-oriented e. heliocentric (b Moderate Employee-Oriented Leaders p. 390) 22. The graphic enactment of a two-dimensional view of leadership path by Blake and mouton is known as the _____. a. least preferable fellow weeer scale b. leader-participation stumper c. utocratic-democratic continuum d. managerial grid e. matrix of discretion (d Easy managerial grid p. 390) 23. According to the Managerial power system, managers work out best using which of the following behaviors? a. 9,9 b. consideration c. mishap d. development-oriented e. sturdy (a Moderate Managerial power grid p. 390) 24. According to Blake and mutton, a leader with a 9,1 entitle can best be exposit as a(n) ____ type of leader. a. visionary b. laissez-faire c. authority d. effusive e. tell apart (c Moderate Managerial Grid p. 390) hap Theories Fiedler good recitation and Situational Leadership sup flummox 5. All hap theories are found on the idea that effective leadership carrying out depends on _____. a. the proper riposte in-to doe with between the leaders musical mode and the control the office staff pay ups the leader b. selecting the right leadership zeal establish on the level of the chase readiness c. using a leadership style that is enchant to the built in bedal conditions d. making use of the best path for the goal that is identified e. none of the above (c Challenging eventualit y fashion frameworks p. 392) AACSB Analytic Skills 26. Who proposed a possibility speculation? a. Fiedler b. Surber c. Grey . Deickman e. Swartz (a Easy Fiedler casualty exampleing p. 392) 27. The first comprehensive contingency dumbfound for leadership was authentic by _____. a. Hersey and Blanchard b. Blake and mouton c. Fred Fiedler d. John Kotter e. Douglas Surber (c Moderate Fiedler calamity vex p. 392) 28. Which place represents the possible action that effective group procedure depends on the proper duad between a leaders style and the academic degree to which the situation gives control to the leader? a. Leader-Member sub Model b. Fiedlers misfortune Model c. Hersey and Blanchards Situational Leadership Model d.vroom and Yettons Leader-Participation Model e. none of the above (b Moderate Fiedler Contingency Model p. 392) 29. Who genuine the LPC (least prefer colleague) questionnaire? a. Wachner b. Fiedler c. House d. Blake and Mouton e. Surber (b Moderat e to the lowest degree favorite(a) Coworker p. 392) 30. In Fiedlers cast, if a respondent reaps his or her least preferred colleague in relatively compulsive impairment, then the respondent is considered to be _____. a. alliance-oriented b. people-oriented c. consensus-building d. consideration-focused e. unrealistic (a Challenging Least prefer Coworker p. 92) AACSB Analytic Skills 31. If a survey respondent sees his or her least preferred co-worker in unfavorable terms, Fiedler would categorize the respondent as _____. a. as well critical b. task-oriented c. emotionally deficient d. insightful e. laissez-faire (b Moderate Least Preferred Coworker p. 392) AACSB Analytic Skills 32. Fiedlers contingency instance assumes that an undivideds leadership style is _____. a. changeable b. contingent c. situational d. fixed e. intangible (d Moderate Fiedler Contingency Model p. 392) 33. Three situational criteria identified in the Fiedler put are _____. . job requirements, posit ion power, and leadership ability b. charisma, influence, and leader-member relations c. leader-member relations, task structure, and position power d. task structure, leadership ability, and group conflict e. emotional intelligence, group taste, and employee status (c Moderate Fiedlers cay Situational Factors p. 393) AACSB Analytic Skills 34. Fiedler labels the degree of confidence, trust, and set that subordinates sustain in their leader as _____. a. leader-member relations b. relationship orientation c. positional power d. employee-orientation . none of the above (a Easy Leader-Member Relations p. 393) 35. The degree to which job assignments are procedurized is classified in the Fiedler sit around as _____. a. leader-member relations b. task orientation c. task structure d. initiating structure e. productivity oriented (c Moderate Task Structures p. 393) 36. Fiedlers theory predicts that an individual who is considered task oriented exit be most effective when the situatio n is _____. a. moderately to highly favorable b. moderately favorable c. moderately to highly unfavorable d. actually favorable or very unfavorable e. highly favorable d Challenging Matching Leaders and Situations pp. 393-394) AACSB Analytic Skills 37. Based on the contingency theory, if the leadership style does not match the situation, you should _____. a. change the leader to converge the situation b. change the situation to disembowel going the leader c. accept this incident as unchangeable d. either a or b e. prepare the leader in a more appropriate style (d Moderate Matching Leaders and Situations p. 394) AACSB Analytic Skills 38. The reconceptualization of the contingency model by Garcia and Fiedler is called _____ theory. a. situational b. cognitive option . evaluative d. leadership recognition e. cognitive dissonance (b Moderate cognitive choicefulness scheme p. 395) 39. Cognitive resource theory focuses on the role of ____ as a form of situational unfavorablenes s and how a leaders intelligence and work through influence his or her reaction. a. stress b. task structure c. position power d. conflict e. resolution (a Moderate Cognitive Resource surmisal p. 395) 40. All of the following are findings of the cognitive resource theory except _____. a. low stress situations show a incontrovertible relationship between intelligent abilities and carrying out b. ow stress situations show a positive relationship between job experience and transactance c. high stress situations show a negative relationship between intellectual abilities and accomplishance d. high stress situations show a positive relationship between job experience and manageance e. None of the above are findings of the theory. (b Moderate Cognitive Resource possible action p. 395) AACSB Analytic Skills 41. Hersey and Blanchard highly-developed which of the following? a. situational leadership theory b. cognitive resource theory c. managerial grid model d. path-goal theory . c ognitive orientation model (a Moderate Situational Leadership surmisal p. 395) 42. Hersey and Blanchards leadership theory differs from other leadership theories originally because it _____. a. explores the role of the expectations of the leader for the attendant b. focuses on the chase c. holds that leadership style should be dependent on the situation d. is normative e. deals strictly and wholly with contingencies (b Challenging Situational Leadership possibility p. 395) AACSB Analytic Skills 43. According to Hersey and Blanchard, readiness encompasses the _____. a. egree of confidence, trust, and respect members shake off in their leader b. enumerate of influence a leader has over variables such as hiring, firing, and salaries c. level of morale and delight of the employees d. ability and willingness of the followers to accomplish a task e. all of the above (d Moderate Readiness p. 396) AACSB Analytic Skills 44. Hersey and Blanchard say that the laissez-faire leadership s tyle should be used when employees are ____ to accomplish a task. a. unable and willing b. able and unintentional c. unable and unwilling d. able and willing e. none of the above d Moderate Situational Leadership scheme p. 396) AACSB Analytic Skills 45. 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 (d Moderate Path-Goal opening p. 396) 46. The leadership model that integrates the expectancy theory of motivation with the Ohio State leadership research is _____. a. path-goal b. contingency c. leader-participation d. leader-member exchange e. cognitive arousal (a Challenging Path-Goal speculation p. 396) 47. What is the consequence of the path-goal theory? . Successful leadership is achieved by selecting the right leadership style. b. Stress is a form of situational unfavorableness and a leaders reaction to it depends on his or her intelligence and exp erience. c. Effective group performance depends on the proper match between the leaders style and the degree to which the situation gives control to the leader. d. Leaders establish a modified relationship with a midget group of their followers because of composition pressures. e. The leader is responsible for providing followers with the training, support, or other resources necessary for them to do their jobs. e Moderate Path-Goal Theory p. 397) AACSB Analytic Skills 48. The leadership behaviors identified by the path-goal theory are _____. a. auxiliary, employee-oriented, laissez-faire, and participative b. achievement-oriented, supportive, humanistic, and leading c. participative, achievement-oriented, leading, and supportive d. directive, participative, supportive, and laissez-faire e. affective, cognitive, and behavioral (c Challenging Path-Goal Theory p. 397) AACSB Analytic Skills 49. Which path-goal leadership style leads to greater comfort when tasks are suspiciou s or stressful? . directive b. supportive c. participative d. mixed e. reactive (a Moderate Path-Goal Theory p. 397) AACSB Analytic Skills 50. According to House, what leader is friendly and shows concern for the take aims of followers? a. the achievement-oriented leader b. the directive leader c. the laissez-faire leader d. the participative leader e. the supportive leader (e Easy Path-Goal Theory p. 397) 51. 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.guiding leadership leads to greater mirth when tasks are ambiguous or stressful. c. validating leadership results in high employee performance when performing merged tasks. d. Directive leadership is liable(predicate) 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. (a Challenging Path-Goal Theory Pr edictions p. 398) AACSB Analytic Skills Leader-Member interchange (LMX) Theory 52. Which of the following theories argues that because of time pressures, leaders establish a redundant relationship with a small group of their subordinates? . managerial grid b. leader-member exchange c. path-goal d. expectancy e. contingency (b Easy Leader-Member Exchange Theory p. 398) 53. According to LMX theory, which of the following is not true of those individuals who spillway into the out-group? a. They receive a disproportionate centre of the leaders attention. b. They hasten leader-follower relations based on formal authority interaction. c. They are less trusted. d. They receive fewer of the preferred rewards that the leader controls. e. All of the above statements are true. (a Easy Leader-Member Exchange Theory p. 99) AACSB Analytic Skills 54. According to LMX theory, a leader implicitly categorizes followers as in or out _____. a. later careful analysis b. on a temporary tush c. p roterozoic in the interaction d. because of political pressure e. based on job requirements (c Easy Leader-Member Exchange Theory p. 399) Decision Theory Vroom and Yettons Leader-Participation Model 55. 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 (d Moderate Leadership-Participation Model p. 400) 56.Vroom and Yettons leadership theory could also be depict as a _____ theory. a. contingency b. decision c. behavioral d. trait e. cognitive dissonance (b Moderate Leadership-Participation Model p. 400) 57. Criticism of Vroom and Yettons leader-participation model focus on ________. a. the models overall complexity b. the neglect of research interrogatory of the model c. the abstract nature of the model d. the models vehemence on follower commitment e. the models tension on time restrictions related to decision-making (a Challenging Criticism of Leadership-Participation Mod el p. 400) TRUE/FALSEWhat Is Leadership? 58. Leadership and management are two terms that are often confused. (True Easy Management and Leadership p. 385) 59. According to Kotter, management focuses on coping with change leadership focuses on coping with complexity. ( off Moderate Management and Leadership p. 385) 60. Leadership can be outlined as the ability to influence a group towards the achievement of cohesiveness. (False Moderate Leadership p. 385) 61. Holding a management position is an important step towards sightly a leader in an organization. (False Moderate Management and Leadership p. 385) 62.Strong leadership is the primary element needed for optimum organizational effectiveness. (False Moderate Leadership p. 385) Trait Theories 63. By the 1990s, numerous studies indicated that leaders differed from nonleaders provided in inspiration and self-confidence. (False Challenging Leadership p. 386) 64. Research reasons at isolating leadership traits achieved a breakthrough , of sorts, when researchers began organizing traits around the titanic vanadium personality framework. (True Moderate Big Five and Trait Theories p. 386) 65. The Big Five personality framework revealed that traits are most useful as prognosticators of leadership emergence. True Moderate Big Five and Trait Theories p. 386) Behavioral Theories 66. Trait research would provide a basis for selecting the right persons to assume formal positions requiring leadership. (True Easy Trait Theories p. 389) 67. One effrontery of the trait view of leadership is that leaders cannot be trained. (True Moderate Trait Theories p. 389) 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. (False Easy Behavioral Theories p. 389) 69.If behavioral theories of leadership are valid, we could have an infinite supply of effective leaders. (True Challenging Behavioral Theories p. 389) 70. The most c omprehensive and replicated of the behavioral theories resulted from research begun by Fred Fiedler. (False Moderate Ohio State Studies p. 389) 71. The Ohio State Studies involved research on wholly two dimensions initiating structure and consideration. (True Moderate Ohio State Studies p. 389) 72. A leader designated as high on initiating structure would be likely to clearly define the roles of his or her subordinates. (True Easy Initiating Structure p. 389) 3. 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. (False Moderate University of Michigan Studies p. 390) 74. The University of Michigan studies found that production-oriented leaders were associated with higher group productivity than employee-oriented leaders. (False Challenging University of Michigan Studies p. 390) 75. The managerial grid model of leadership uses a grid containing nine po ssible positions on from each one axis, representing 81 different positions in which a leaders style may fall. True Moderate Managerial Grid p. 390) 76. The managerial grid model holds that managers tend to perform best under a 9,9 management style. (True Moderate Managerial Grid p. 390) 77. The managerial grid was developed by a team of researchers known as the Scandinavian Studies group. (False Easy Managerial Grid p. 390) 78. The managerial grid befriended force the progress of leadership research by identifying the productivity results produced by each of 81 different leadership styles. (False Challenging Managerial Grid p. 390) Contingency Theories Fiedler Model and Situational Leadership Theory 79.The Fiedler contingency model proposes that effective group performance depends upon the proper match between a leaders style and the degree to which a situation gives control to the leader. (True Moderate Fiedler Contingency Model p. 392) 80. Fiedlers contingency model is conside red to be the first comprehensive contingency model for leadership. (True Moderate Fiedler Contingency Model p. 392) 81. Contingency models of leadership suggest that there is no one best style of leadership. (True Easy Contingency Models p. 392) 82. Fiedler believes that a list factor in leadership success is the followers preferences for co-worker types. False Easy Fiedler Contingency Model p. 392) 83. Fiedlers findings focused on results obtained from his pioneering use of the most preferred co-worker (MPC) questionnaire. (False Easy Least Preferred Coworker p. 392) 84. In Fiedlers approach, if a respondent uses unfavorable terms to tell the co-worker in question, the respondent can be said to be in the main task-oriented. (True Moderate Least Preferred Coworker p. 392) 85. Fiedlers theory is based on the assumption that leaders cant change their styles to check over changing situations. (True Moderate Fiedler Contingency Model p. 392) 86.Fiedlers theory suggests that trainin g is an effective tool to improve leader effectiveness. (False Moderate Fiedler Contingency Model p. 392) 87. Fiedlers three situational factors include leader-member relations, task structure, and stress. (False Moderate Fiedlers Key Situational Factors p. 393) 88. According to Fiedler, task structure is the degree to which the job assignments are procedurized. (True Moderate Task Structures p. 393) 89. According to Fiedler, leader-member relations concern the degree to which a leader takes a personal interest in the ask of his or her employees and accepts individual losss among them. False Challenging grade Power p. 393) 90. According to Fiedlers contingency model, task-oriented leaders are most effective in situations of high or low control. (True Moderate Matching Leaders and Situations pp. 393-394) 91. Fiedler assumes that we should concentrate on changing situations to suit the leaders or changing the leaders to fit the situation. (True Moderate Matching Leaders and Situati ons p. 394) 92. Taken as a whole, tests of the overall rigorousness of the Fiedler model tend to support substantial parts of the model. (True Moderate Fiedler Contingency Model p. 394) 93.One criticism of the Fiedler model concerns the fact that the logic cardinal the models questionnaire is not well understood. (True Moderate Problems with Fiedler Contingency Model p. 395) 94. Studies regarding the Fiedler model have shown that respondents questionnaire scores tend to be relatively stable. (False Moderate Problems with Fiedler Contingency Model p. 395) 95. One advantage of the Fiedler model is that its contingency variables are unprejudiced and easy to assess. (False Moderate Problems with Fiedler Contingency Model p. 395) 96. The essence of cognitive resource theory is that stress is the opponent of rationality. True Moderate Cognitive Resource Theory p. 395) 97. Cognitive resource theory predicts that in low-stress situations, bright individuals perform better in the leaders hip role than their less intelligent counterparts. (True Moderate Cognitive Resource Theory p. 395) 98. Cognitive resource theory predicts that in high-stress situations, more experient individuals perform better than do less experienced people. (True Moderate Cognitive Resource Theory p. 395) 99. Under the cognitive resource theory, experience is comm that a strong predictor of leadership effectiveness. False Easy Cognitive Resource Theory p. 395) 100. Hersey and Blanchard argue that the correct leadership style is contingent on the level of the followers readiness. (True Easy Situational Leadership Theory p. 395) 101. Situational leadership theory essentially views the leader-follower relationship as analogous to that between a parent and child. (True Easy Situational Leadership Theory p. 396) 102. Situational leadership theory has been well validated by research entirely not well received by practitioners because there are so many factors to examine. (False Moderate Situationa l Leadership Theory p. 96) 103. SLT is an example of a trait theory. (False Easy Situational Leadership Theory pp. 395-396) 104. The path-goal model of leadership integrates the expectancy model of motivation with anchor elements of the Ohio State Studies. (True Moderate Path-Goal Theory p. 396) 105. Path-goal theory assumes leaders are flexible and can display different leadership behavior depending on the situation. (True Moderate Path-Goal Theory p. 397) 106. A hypothesis that has evolved out of path-goal theory is that directive leadership leads to greater satisfaction when tasks are ambiguous or stressful. True Moderate Path-Goal Theory Predictions p. 398) Leader-Member Exchange (LMX) Theory 107. In the leader-member exchange theory, leaders dont treat all of their subordinates alike. (True Moderate Leader-Member Exchange Theory p. 397) 108. According to LMX theory, out-group members get more of the leaders time, but in a negative manner. (False Moderate Leader-Member Exchang e Theory p. 397) 109. In the leader-member exchange theory, leaders establish a peculiar(a) relationship with a small group of employees called the supportive followers. (False Moderate Leader-Member Exchange Theory p. 397) 110.Research testing of LMX theory has been generally supportive. (True, Moderate, Evaluation of Leader-Member Exchange Theory p. 398) Decision Theory Vroom and Yettons Leader-Participation Model 111. The leader-participation model provides a set of rules that leaders can use to determine the appropriate leadership behavior for a given task structure. (True Moderate Leadership-Participation Model p. 400) 112. The complexity of the leadership-participation model enables leaders to apply it realistically when they are assessing decision-making situations. (False Challenging Criticism of Leadership-Participation Model p. 00) SCENARIO-BASED QUESTIONS activity of Trait Theories Your fraternitys HR film director is a truster in trait theories of leadership. He be lieves 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 aiding him to apply trait theory to leadership selection within your company. 13. 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 (b Easy Big Five and Trait Theories p. 386) AACSB Analytic Skills 114.Wh en selecting individuals for leadership positions, trait theory suggests that which of the following is least helpful for identifying leaders? a. extraversion b. conscientiousness c. openness to experience d. agreeableness e. ambition (d Moderate Big Five and Trait Theories p. 387) AACSB Analytic Skills 115. You advise the director to prioritize which of the following when looking for appropriate candidates for the presidents replacement? a. goal-orientation b. analytical capacity c. emotional intelligence d. emotional stability e. training (c Moderate Emotional Intelligence and Trait Theories p. 387) AACSB Analytic Skills 16. 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 t raits are difficult to identify in leaders c. studies have shown that traits are abject predictors of leadership effectiveness d. research has found that conscientiousness is a better predictor of effectiveness than extraversion e. esearch has shown that effective managers are often tall(a) to call on effective leaders (c Moderate Trait Theories p. 388) AACSB Analytic Skills applications programme of Trait and Behavioral Theories You are the CEO of an engineering design debauched that has several plane sections, each particular(prenominal)izing in the design of different products. You have spy a great deal of difference between the styles of the various part directors. You also see a big difference in the morale, employee satisfaction levels, and effectiveness (productivity) levels of the plane sections.One of your goals as CEO is to maximize productivity across all departments. 117. As you look at the difference between the department directors, you notice that some are m ore charismatic and enthusiastic than others. In identifying this difference, you are looking at the directors _____. a. behaviors b. traits c. personalities d. attitudes e. all of the above (b Easy Traits p. 386) AACSB Analytic Skills 118. almost of the departmental directors spend more time training and helping their employees, while other spend more time on the technical issues that sneak in the development process.According to the categories used in the University of Michigan studies, the directors can be described as ________. a. oriented toward initiating structure vs. oriented toward consideration b. employee-oriented vs. production-oriented c. training-oriented vs. development-oriented d. assistance-oriented vs. growth-oriented e. authority-type leaders vs. laissez faire-type leaders (b Moderate University of Michigan Studies p. 390) AACSB Analytic Skills 119. Based on the results of the University of Michigan studies, which directors most likely have departments with high er productivity and job satisfaction? . the employee-oriented leaders b. the production-oriented leaders c. the consideration-oriented leaders d. the development-oriented leaders e. the task-oriented leaders (a Moderate Employee-Oriented Leaders p. 390) AACSB Analytic Skills 120. Of all the departments, Gerards department has the greatest production output. His employees depend most satisfied with his leadership as well. You categorize the behavioral styles of each department director using the managerial grid. According to the work of Blake and Mouton, who developed the grid, which of the following is most likely to reflect Gerards score on he grid? a. 8,8 b. 5,5 c. 1,7 d. 7,1 e. 1,1 (a Moderate Managerial Grid p. 390) AACSB Analytic Skills 121. It can be inferred that the poorest performing director is most likely to receive which of the following scores on the managerial grid? a. 9,9 b. 1,9 c. 9,1 d. 5,5 e. 1,1 (e Challenging Managerial Grid p. 390) AACSB Analytic Skills Applica tion of Fiedlers Contingency Theory You have trenchant to use Fiedlers 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. 122. According to Fiedlers approach, your employees should assume which of the following about the leadership styles resolute through using the survey? a. Each persons 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. . Each persons style will change in accordance with the situation at hand. (a Moderate Fiedler Contingency Model p. 392) AACSB Analytic Skills 123. Fran completes the LPC que stionnaire and finds that she described her least preferred co-worker in relatively positive terms. She is surprised by this finding because she recalls creation particularly annoyed by this difficult co-worker. Based on your sense of Fiedlers model, you explain to Fran that her LPC score makes sense within the model because ________. a. Fran tends to be settle 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 at your company d. Fran has a spotty work history and has tended to switch jobs every gibe of years e. Fran is usually chosen for positions of high responsibility within your organization (c Challenging Least Preferred Coworker p. 392) AACSB Analytic Skills 124. In utilizing Fiedlers contingency model, which of the following contingency dimensions should your employees pay attention to? a. leader-member relat ions b. ask 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. (d Moderate Fiedlers Key Situational Factors p. 393) AACSB Analytic Skills 125. The Fiedler model proposes ________. a. changing the leader b. changing the situation c. matching leaders and situations d. changing the employees e. training the leader to match each situation (c Easy Matching Leaders and Situations p. 394) AACSB Analytic Skills Application of various(a) Theories Your boss has been meter reading several books on leadership. You notice that every ew calendar months he is spouting a different approach and philosophy. You have been severe to keep up with him and figure out which leadership theory of the month he is studying. 126. 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 theorie s b. behavioral theories c. Fiedlers contingency model d. the mirror image effect e. none of the above (b Easy Behavioral Theories p. 389) AACSB Analytic Skills 127. You have noticed that your boss is often asking you what types of peers you least like to work with.You suspect that he is onerous to covertly determine your leadership style fit in to _____. a. Hersey and Blanchard b. Vroom and Yetton c. Fiedler d. Sondak e. none of the above (c Easy Fiedler Contingency Model p. 392) AACSB Analytic Skills 128. This month your boss seems less concerned about his leaders than he is about the people who work for them and whether these employees are willing and able to perform particular tasks. Your boss is most likely reading _____. a. Hersey and Blanchard b. Vroom and Yetton c. Fiedler d. Christos e. Fiedler and Garcia (a Easy, Situational Leadership Theory p. 95) AACSB Analytic Skills 129. Now your boss seems to be trying to analyze each leader according to which employees they intera ct 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 (b Moderate Leader-Member Exchange Theory p. 398) AACSB Analytic Skills Application of Leader-Member Exchange (LMX) Theory As you have observed your department manager and her interactions with the departments employees, you have come to believe in LMX theory.Sarah and Joe get less of the managers time. wisecrack 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 managers attention and is more likely to receive special privileges. 130. According to LMX theory, the in-group is likely to be comprised 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 (a Mode rate In-Group pp. 398-399) AACSB Analytic Skills 31. 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 (c Easy Out-Group p. 399) AACSB Analytic Skills 132. When you look at this departments performance evaluations, you expect to find that _____. a. Rebecca and Jennifer have high ratings b. Rebecca, John, and Jennifer have high ratings c. Rebecca and Jennifer have high ratings, John has moderate ratings, and the rest of the employees have low ratings d.John has received more promotions than any of the other employees e. Rebecca and John compete with each other for the highest ratings (a Moderate In-Group p. 399) AACSB Analytic Skills 133. The manager of this particular department is very goal-oriented in his leadership style. Which of the following employees is also likely to be very goal-oriented? a. Sarah b. Jennife r c. Joe d. Sally e. John (b Moderate In-Group p. 399) AACSB Analytic Skills SHORT sermon QUESTIONS 134. What is the difference between leadership and management? Leadership is defined as the ability to influence a group toward the achievement of goals.Leadership is about coping with change, management is about coping with complexity. Good management brings about order and consistency by drawing up formal plans, designing rigid organization structures, and monitoring results against plans. Management consists of implementing the vision and strategy provided by leaders, coordinating and staffing the organization, and handling day-to-day problems. (Easy Management and Leadership p. 385) AACSB Analytic Skills 135. What breakthrough resulted in consistent and strong support for traits as predictors of leadership?When researchers began organizing traits around the Big Five personality framework, it became clear that most of the dozens of traits that emerged in various leadership reviews could be subsumed under one of the Big Five. This approach resulted in consistent and strong support for traits as predictors of leadership emergence. (Easy Leadership p. 385) AACSB Analytic Skills 136. What are the implications of the behavioral theories of leadership? If trait research had been successful, it would have provided a basis for selecting the right persons to assume formal positions in groups and organizations requiring leadership.In contrast, if behavioral studies were to wrench 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 item 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 . Moderate Implications of Behavioral Theories p. 389) AACSB Analytic Skills 137. Identify and explain the two dimensions of leadership described in the Ohio State studies. 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. ) Consideration is described as the extent to which a person is likely to have job relationships that are characterized by mutual trust, respect for employees ideas, and regard for their feelings. (Easy Ohio State Studies p. 389) AACSB Analytic Skills 138. Explain the components of Blake and Moutons managerial grid. Blake and Mouton proposed a managerial grid based on the styles of concern for people and concern for production. This grid shows the domina ting factors in a leaders thinking in regard to getting results. Managers were found to perform best under a 9,9 style.The dimensions represent the Ohio State dimensions of consideration and initiating structure and the Michigan dimensions of employee oriented and production oriented. (Easy Managerial Grid p. 390) AACSB Analytic Skills 139. How was cognitive resource theory developed, and what are its main findings? Fiedler and Joe Garcia re-conceptualized Fiedlers contingency model. They focused on the role of stress as a form of situational unfavorableness and how a leaders intelligence and experience influence his or her reaction to stress. The essence of the theory is that stress is the enemy of rationality.Fiedler and Garcia found that a leaders intellectual abilities correlate positively with performance under low stress but negatively under high stress. According to the theory, its the level of stress in the situation that determines whether an individuals intelligence and ex perience will contribute to leadership performance. (Moderate Cognitive Resource Theory p. 395) AACSB Analytic Skills 140. cover LMX theory and identify its main pictures. 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 leaders attention, and are more likely to receive special privileges. Other followers fall into the out-group. They get less of the leaders 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. (Moderate Leader-Member Exchange Theory pp. 398-399) AACSB Analytic Skills 141. Describe the leader-participation model.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 turn of events 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 determine the form and amount of participation in decision making, as determined by different types of situations. The model was a decision tree incorporating septet contingencies and five alternative leadership styles. Easy Leadership-Participation Model p. 400) AACSB Analytic Skills middling LENGTH DISCUSSION QUESTIONS 142. Explain the principles of Hersey and Blanchards situational leadership theory. Situational leadership is a contingency theory that focuses on the followers. Successful leadership is achieved by selecting the right leadership style, which they 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.Readiness refers to the extent to which people have the ability and willingness to accomplish a ad hoc task. SLT says if a follower is unable and unwilling to do a task, the leader necessarily 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 miss of ability and high relationship orientation to get the follower to steal into the leaders 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 doesnt need to do much. Moderate Situational Leadership Theory pp. 395-396) AACSB Analytic Skills 143. What are the predictions of path-goal theory? Path-goal theory made several predictions a) Directive leadership leads to greater satisfaction when tasks are ambiguous or stressful than whe n they are highly incorporated and well laid out. b) Supportive leadership results in high employee performance and satisfaction when employees are performing structured tasks. c) Directive leadership is likely to be perceived as redundant among employees with high perceived ability or with considerable experience. ) Employees with an internal locus of control will be more satisfied with a participative style. e) Achievement-oriented leadership will increase employees expectancies that effort will lead to high performance when tasks are ambiguously structured. (Moderate Path-Goal Theory Predictions p. 398) AACSB Analytic Skills 144. Summarize the leader-member exchange theory. 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-groupthey are trusted, get a disproportionate amount of the leaders attention, and are more likely to receive special p rivileges. Other followers fall into the out-group. They get less of the leaders 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 satisfying evidence that leaders do differentiate among followers that these disparities are furthest from random and that followers 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. (Moderate Leader-Member Exchange Theory pp. 98-399) AACSB Analytic Skills CO MPREHENSIVE ESSAYS 145. Explain Fiedlers contingency model. In your discussion, describe the role of the LPC (least preferred coworker) questionnaire and identify the key situational factors that determine leadership effectiveness, according to this model. Fred Fiedler developed the first comprehensive contingency model for leadership. This model proposes that effective group performance depends upon the proper match between the leaders 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 leaders basic style is. cardinal contrasting adjectives are used to ask respondents to describe their least-preferred 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 pr imarily interested in productivity, they would be labeled task oriented.Fiedler assumes that an individuals 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 individuals LPC and an assessment of the three contingency variables, Fiedler proposes matching them up to achieve supreme 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 relationship-oriented 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. (Challenging Fiedler Contingency Model pp. 92- 394) AACSB Analytic Skills 146. Compare and contrast Hersey and Blanchards situational leadership theory with Houses path-goal theory. Hersey and Blanchards situation leadership theory is a contingency theory that focuses on the followers. Successful leadership is a chieved 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 leaders desires if followers are able and unwilling, the leader needs to use a supportive and articipative style and if the employee is both able and willing, the leader doesnt need to do much. Path-goal theory was developed by Robert House. The essence of the theory is that its th e leaders job to assist followers in attaining their goals and to provide the necessary direction and/or support to mark 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 sam e leader can display any or all of these behaviors depending on the situation. (Challenging Situational Leadership Theory and Path-Goal Theory pp. 395-396) AACSB Analytic Skills