Chapter 1 - Introduction
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User's Response(s)
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Correct Answer
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1. Influence refers to how a leader affects
followers.
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True/False
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1
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True
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True
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√
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2. Management differs from leadership by
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Multiple Choice
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1
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A. Focusing on
performance outcomes more than leadership traits
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D. Emphasizing order
and consistency
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Χ
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3. Leadership is concerned about attaining
common goals because
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Multiple Choice
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1
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A. Leaders and
followers should have a mutual purpose.
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D. All of the above
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Χ
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4. Followers can be defined as those who don’t
display the skills necessary fo r leadership.
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True/False
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1
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True
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False
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Χ
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5. Management and leadership are independent
constructs.
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True/False
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1
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False
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False
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√
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6. Which of the following is NOT one of the
central components of the textbook’s definition of leadership?
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Multiple Choice
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1
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B. It requires vision.
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B. It requires vision.
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√
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7. _________ involves being verbally involved,
being informed, seeking others’ opinions, and being firm but not rigid.
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Multiple Choice
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1
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C. Leadership
emergence
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C. Leadership
emergence
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√
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8. Individuals who are likely to emerge as
group leaders display dominance, intelligence, and self-efficacy.
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True/False
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1
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True
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True
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√
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9. The trait view of leadership sees leadership
as something that can be learned through the interactions of leaders and
followers.
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True/False
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1
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False
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False
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√
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10. The real leader in a group setting is
typically the person who has been assigned to a position of leadership.
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True/False
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1
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False
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False
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√
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11. The power that Lance Armstrong has to unite
people in the fight against cancer is
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Multiple Choice
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1
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C. Referent power
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C. Referent power
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√
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12. The leadership classification scheme
proposed by Bass (1990) viewed leadership as
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Multiple Choice
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1
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D. A transformational
process
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A. The focus of group
processes
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Χ
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Chapter 2 – Traits Approach
1.
Which of the following is NOT one of the five
major leadership traits that appear across studies?
a)
Intelligence
b) Initiative
c)
Determination
d)
Self-Confidence
2.
The trait approach contends that the leader’s
personality is central to the leadership
process.
a) True
b)
False
3.
Which of the following is NOT one of the Big
Five personality factors that contribute to human personality?
a)
Neuroticism
b)
Extraversion
c) Optimism
d)
Agreeableness
4.
_________ is defined as having the capacities of
social awareness, self-monitoring, and the ability to choose the best response
given the contingencies of a particular situation.
a)
Emotional intelligence
b) Social Intelligence
c)
Charisma
d)
Extraversion
5.
Stodgill’s first survey (1948) found that an
individual becomes a leader because he or she possesses certain traits.
a)
True
b)
False
6.
Over the 60-year span of modern research on
leadership traits, the following can be said about the findings:
a) In early studies, perceived
leadership traits were related to gender
b)
In early studies, emotional intelligence was
identified as “agreeableness.”
c)
In later studies, social intelligence was seen
as setting leaders apart from others.
d)
B and C only.
7.
The trait approach works by:
a)
Focusing exclusively on the leader
b)
Making people aware of their traits and how to
develop them
c)
Helping organizations specify what traits are
important for particular positions
d) All of the above
8.
A strength of the trait approach is that it is
been researched extensively.
a) True
b)
False
9.
A criticism of the trait approach is:
a)
It doesn’t emphasize enough that leaders possess
special traits and are different from other people
b)
It doesn’t provide us with a deep enough
understanding of how the leader’s personality is related to the leadership
process.
c)
It
is highly subjective in determining the most important leadership traits.
d)
ALL of above
10.
Emotional intelligence can be viewed as a set of
mental abilities that help us perceive and understand emotion
a) True
b)
False
11.
The tendency to be informed, creative,
insightful, and curious is called intelligence.
a)
True
b)
False
12.
The motivation to attain social power is a
component of charismatic.
a)
True
b)
False
Chapter 3 SOLVED
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1. In the skills model, which of these is a
crystallized cognitive ability?
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Multiple Choice
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1
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B. Comprehending
complex information
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B. Comprehending
complex information
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√
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2. Effective problem solving is measured by
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Multiple Choice
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1
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C. Solutions that go
beyond given information
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C. Solutions that go
beyond given information
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√
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3. The skills approach is not very useful for
leadership training programs.
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True/False
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1
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True
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False
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Χ
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4. Openness, tolerance for ambiguity, and
curiosity ar e expressions of which individual attribute in the skills model?
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Multiple Choice
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1
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C. Crystallized
cognitive ability
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A. Personality
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Χ
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5. Information processing is part of which
component of the skills model?
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Multiple Choice
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1
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C. Problem-solving
skills
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D. General cognitive ability
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Χ
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6. General cognitive ability refers to our
ability to learn over a lifetime.
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True/False
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1
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False
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False
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√
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7. __________ refers to a leader’s desire to
express dominance and exert his or her leadership.
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Multiple Choice
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1
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D. Career experience
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C. Motivation
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Χ
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8. Perspective taking is a type of social
judgment skill.
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True/False
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1
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True
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True
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√
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9. Katz states that technical skills are most
important at the level of middle management.
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True/False
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1
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False
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False
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√
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10. A strength of the skills approach is that
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Multiple Choice
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1
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B. It can predict
which leadership skills best fit which level of management.
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D. It makes leadership available to
everyone.
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Χ
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11. In the skills model, environmental
influences can be bo th internal and external.
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True/False
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1
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True
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True
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√
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12. A leader’s ability to solve complex
organizational problems primarily depends on inherent traits, not skills.
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True/False
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1
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True
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False
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Χ
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Chapter 4 - SOLVED
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1. In the Ohio State studies, organizing work,
defining role responsibilities, and scheduling work activities were defined
as
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Multiple Choice
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1
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D. Initiating
structure behaviors
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D. Initiating structure
behaviors
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√
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2. Opportunistic leaders can be described as
adaptable and strategic.
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True/False
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1
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False
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True
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Χ
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3. A strength of the style approach is that it
expanded the concept of leadership to include more than traits and skills.
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True/False
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1
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True
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True
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√
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4. _____________ is expressed through policy
decisions, new product development, workload, or fulfilling an organizational
mission.
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Multiple Choice
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1
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A.
Authority–compliance
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B. Concern for production
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Χ
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5. The initial University of Michigan studies
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Multiple Choice
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1
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C. Presented employee
orientation as very different from the behaviors identified in the Ohio State
studies
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A. Presented employee orientation
and production orientation as two ends of a single continuum
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Χ
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6. A criticism of the style approach is that
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Multiple Choice
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1
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C. It has failed to
find a universally effective style of leadership.
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C. It has failed to
find a universally effective style of leadership.
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√
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7. People commonly have two leadership styles
they tend to enact.
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True/False
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1
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False
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True
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Χ
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8. Which style of leadership tends to avoid
disagreement?
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Multiple Choice
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1
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B. Laissez-faire
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D. All of the above
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Χ
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9. Paternalistic leaders can be described as
traditional and sexist.
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True/False
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1
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False
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False
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√
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10. According to the Ohio State studies,
initiating structure and consideration behavior are two independent
constructs.
|
True/False
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1
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True
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True
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√
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11. The style approach is prescriptive, pointing
out preferred leadership behaviors.
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True/False
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1
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True
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False
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Χ
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12. _____________ leaders treat people as if
they have nothing to do with the task. They make most of the decisions in the
organization and reward loyalty and punish noncompliance.
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Multiple Choice
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1
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C.
Authority–compliance
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D. Maternal
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Χ
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Chapter 5
Information on each question
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Question
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Question Type
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Points
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User's Response(s)
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Correct Answer
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Result
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1. In Situational Leadership II (SLII), Style 4
is low directive and low supportive.
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True/False
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1
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False
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True
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Χ
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2. In the situational approach, the first task
for a leader is to determine his or her preferred leadership style.
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True/False
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1
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True
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False
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Χ
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3. ____________ is exhibited by asking for
input, solving problems, praising, and listening.
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Multiple Choice
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1
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B. Coaching behavior
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C. Supportive behavior
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Χ
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4. Subordinates can be classified into
different categories of development depen ding on the task they are doing.
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True/False
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1
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False
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True
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Χ
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5. A criticism of the situational approach is
that
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Multiple Choice
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1
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C. It limits leaders
to four basic styles, when in fact there are many more styles available.
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D. It doesn’t explain how
leadership works in a group setting rather than one-on-one.
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Χ
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6. In this style, the leader focuses
communication on both achieving goals and meeting subordinates’
socioemotional needs.
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Multiple Choice
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1
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C. Supporting
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B. Coaching
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Χ
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7. A delegating leader gives subordinates
control of day-to-day decisions but remains available to facilitate problem
solving.
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True/False
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1
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True
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False
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Χ
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8. You are the team leader for a project at
work. Three of your team members are on time for meetings, offer constructive
ideas, and complete the work that is required of them. A fourth member,
however, seems to zo ne out during meetings and express disinterest, even
though he has done excellent work for you before. Based on SLII, which
leadership style should you exhibit toward him at the next meeting?
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Multiple Choice
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1
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B. Style 2
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C. Style 3
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Χ
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9. A strength of the situational approach is
that it explains the distinct developmental levels of subordinates.
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True/False
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1
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True
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False
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Χ
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10. According to the SLII, social support from
the leade r is unnecessary when
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Multiple Choice
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1
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A. Subordinates have
both a high degree of commitment and a high degree of competence.
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A. Subordinates have
both a high degree of commitment and a high degree of competence.
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√
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11. D2 subordinates are somewhat competent but
low on commitment.
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True/False
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1
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True
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True
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√
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12. According to the SLII, task direction from
the leader is less necessary when
|
Mul tiple Choice
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1
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A. Subordinates have
both a high degree of commitment and a high degree of competence.
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A. Subordinates have
both a high degree of commitment and a high degree of competence.
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√
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Chapter 6
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Result
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1. _________ suggests that a leader’s
effectiveness depends on how well the leader’s style fits the context.
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Multiple Choice
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1
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C. Contingency
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C. Contingency
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√
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2. Contingency theory holds that high-structure
tasks are preferable to low-structure tasks.
|
True/False
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1
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False
|
False
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√
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3. According to contingency theory, leaders
fail in situations where their skills don’t match organizational needs
because
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Multiple Choice
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1
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B. Their stress leads
to poor decision making.
|
B. Their stress leads
to poor decision making.
|
√
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4. What makes a situation “most favorable”
according to the contingency model?
|
Multiple Choice
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1
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A. When leader–member relations
are good
|
D. When all of the above conditions
are met
|
Χ
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5. Fiedler used the term black box problem to
describe which aspect of contingency theory?
|
Multiple Choice
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1
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B. We don’t understand
why certain leadership styles are more effective in some situations than
others.
|
B. We don’t understand
why certain leadership styles are more effective in some situations than
others.< /td>
|
√
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6. Contingency theory is supported by a large
body of research.
|
True/False
|
1
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False
|
True
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Χ
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7. Fiedler developed contingency theory after
studying leaders primarily in military organizations.
|
True/False
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1
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True
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True
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√
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8. High LPC people will be effective in both
very favorable and very unfav orable situations.
|
True/False
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1
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False
|
False
|
√
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9. The amount of authority a leader has to
reward or punish followers is called coercive power.
|
True/False
|
1
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True
|
False
|
Χ
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10. A criticism of the contingency approach is
that
|
Multiple Choice
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1
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C. It doesn’t require
people to be effective in all situations.
|
A. It doesn’t explain what
organizations should do when there is a mismatch between the leader and
situation.
|
Χ
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11. A high LPC leader would perform best in
which situation?
|
Multiple Choice
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1
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B. Good leader–member
relations, low structure, high power
|
A. Good leader–member relations, low
structure, weak power
|
Χ
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12. People who score low on the Least Preferred
Coworker (LPC) scale can be considered task motivated.
|
True/False
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1
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True
|
True
|
OK
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Chapter 7
Information on each question
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Correct Answer
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Result
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1. Subordinate characteristics in the path–goal
model tend to be fixed and resistant to change.
|
True/False
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1
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True
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False
|
Χ
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|
2. According to path–goal theory, subordinates
who work on mundane and repetitive tasks benefit most from which type of
leadership?
|
Multiple Choice
|
1
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B. Supportive
|
B. Supportive
|
√
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3. According to path–goal theory, subordinate
motivation increases with the number and kinds of rewards subordinates
receive from their work.
|
True/False
|
1
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True
|
True
|
√
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|
4. According to path–goal theory, the
participative leadership style is most effective when tasks are challenging
and complex.
|
True/False
|
1
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True
|
False
|
Χ
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|
5. According to path-goal theory, which
leadership style would be effective when the task is ambiguous?
|
Multiple Choice
|
1
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D. All of the above
|
D. All of the above
|
√
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6. Which of the following is NOT a part of
path–goal leadership?
|
Multiple Choice
|
1
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C. Models leadership
|
C. Models leadership
|
√
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7. The achievement-oriented leadership style is
the most effective style in the path–goal approach.
|
True/False
|
1
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True
|
False
|
Χ
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|
8. One of the strengths of path–goal theory is
that it
|
Multiple Choice
|
1
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B. Explains the
relationship between leader behavior and worker motivation
|
C. Provides a very practical model
for leaders to follow
|
Χ
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|
9. An internal locus of control means an
individual believes that chance, fate, or outside forces determine life
events.
|
True/False
|
1
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False
|
False
|
√
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|
10. Leaders who attend to the needs of
subordinates and respect them for their contributions are demonstrating
|
Multiple Choice
|
1
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C. Participative
leadership
|
B. Supportive leadership
|
Χ
|
|
11. Path–goal theory has more than 40 years of
research to back it up.
|
True/False
|
1
|
True
|
True
|
√
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|
12. According to path–goal theory, subordinate motivation
depends on
|
Multiple Choice
|
1
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B. The number and
kinds of payoffs that subordinates receive
|
A. How clear the path
is to the goal
B. The number and
kinds of payoffs that subordinates receive
C. Whether the
leader’s style matches the subordinate’s needs
D. All of the above
|
Χ
|
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