Ch 12: Leadership

Question 1

If a researcher is studying the characteristics of individuals who become leaders, he or she would particularly be interested in ______________.

a. leader treatment
b. leadership effectiveness
c. leader emergence
d. leadership ability

Answer 1

c. leader emergence

Question 2

All of the following are personality characteristics that are associated with individuals who emerge as leaders except:

a. Emotional stability
b. Agreeableness
c. Extraversion
d. Openness to experience

Answer 2

b. Agreeableness

Question 3

All of the following are descriptive of the more modern approach to trait theory except:

a. It defines personality traits behaviorally.
b. It considers traits in the context of organizational/situational variables.
c. It has not had the success of traditional trait theory.
d. It includes a general consensus on the meaning of personality traits.

Answer 3

c. It has not had the success of traditional trait theory.

Question 4

Most leadership training programs concentrate on developing, maintaining, or enhancing individual attributes. This is most accurately described as an example of:

a. behavior development
b. personality development
c. leadership development
d. leader development

Answer 4

d. leader development

Question 5

The researchers at Ohio State University pursued an approach that dealt with two dimensions: consideration and initiating structure. Which general leadership approach did they utilize?

a. Maturity approach
b. Contingency approach
c. New trait theory
d. Behavioral approach

Answer 5

d. Behavioral approach

Question 6

What is the general notion behind the contingency approach?

a. Any tactic should be backed up by an alternate course of action.
b. The success of any given tactic depends upon multiple factors or situations.
c. The ability of one factor to influence another factor is inherently ambiguous.
d. Multiple factors must be considered in developing a course of action.

Answer 6

b. The success of any given tactic depends upon multiple factors or situations.

Question 7

______________ leadership is best when the job is boring or the subordinate lacks self-confidence, whereas ____________ leadership is most effective when the job is not clearly defined.

a. Supportive; directive
b. Directive; supportive
c. Participative; directive
d. Directive; participative

Answer 7

a. Supportive; directive

Question 8

Which of the following is characteristically true of out-group members?

a. They are more likely to stay in an organization.
b. They view exchanges with their leaders as simply contractual.
c. They see themselves as involved in valuable knowledge exchange.
d. Their leaders initiate discussions about personal matters with them

Answer 8

b. They view exchanges with their leaders as simply contractual.

Question 9

Which of the following is a criticism of the Multifactor Leadership Questionnaire?

a. It is based on only one theory, that of transactional leadership theory.
b. It is unclear how many transactional and transformational strategies there are.
c. It is overly long and often frustrates the test takers.
d. It tends to be imprecise in measuring what it says it is measuring.

Answer 9

b. It is unclear how many transactional and transformational strategies there are.

Question 10

According to a study described in the textbook, the mental health of female managers was ________ if they adopted a(n) _________ style in a male dominated industry.

a. worse; autocratic
b. worse; interpersonal
c. better; interpersonal
d. better; nurturing

Answer 10

b. worse; interpersonal

Question 11

Study of the characteristics of individuals who become leaders, examining the basis on which they were elected, appointed, or simply accepted.

Answer 11

Leader emergence

Question 12

Study of which behaviors on the part of a designated leader (regardless of how that position was achieved) led to an outcome valued by the work group or organization.

Answer 12

Leadership effectiveness

Question 13

Tyrannical leadership:

Answer 13

May accept the goals of the organization but seeks to achieve those goals through actively manipulating and humiliating subordinates.

Question 14

Derailed leadership

Answer 14

Engages in anti organizational behaviours such as laziness, fraud, and theft.

Question 15

Supportive-Disloyal

Answer 15

Shows consideration for subordinates but violates the goals of the organization by undermining the goal accomplishments.

Question 16

The toxic triangle of destructive leadership

Answer 16

Destructive leadership
Susceptible followers
Conducive environments

Question 17

Non-physical forms of hostility or aggression carried out by managers against employees who directly report to them.

Answer 17

Abusive supervision

Question 18

A situation that occurs when a leader accepts the goal of changing a follower and can be observed attempting to do so.

Answer 18

Attempted leadership

Question 19

A situation that occurs when a follower changes his or her behavior as a function of the leader’s effort.

Answer 19

Successful leadership

Question 20

A situation that occurs when a leader changes a follower’s behavior, resulting in both leader and follower feeling satisfied and effective.

Answer 20

Effective leadership

Question 21

A process that concentrates on developing, maintaining, or enhancing individual leader attributes such as knowledge, skills, and abilities.

Answer 21

Leader development

Question 22

A process that concentrates on the leader-follower relationship and on developing an environment in which the leader can build relationships that enhance cooperation and resource exchange.

Answer 22

Leadership development

Question 23

Type of competence that includes social awareness and social skills, such as the ability to resolve conflict and foster a spirit of cooperation.

Answer 23

Interpersonal competence

Question 24

The desire to attain control or power that results from people learning that the exercise of control over others or the environment is pleasing.

Answer 24

Power motive

Question 25

Psychological term used to describe a person who is not impulsive.

Answer 25

Activity inhibition

Question 26

Need for approval or connections with others.

Answer 26

Affiliation need

Question 27

Leadership theories developed by historians who examined the life of a respected leader for clues leading to that person’s greatness; often focused on a galvanizing experience or an admirable trait (persistence, optimism, or intelligence) that a leader possesses to a singular degree.

Answer 27

“Great man” theories

Question 28

Leadership theory that attempted to show that leaders possessed certain characteristics that nonleaders did not.

Answer 28

Trait approach

Question 29

Leadership theory that examines the types of power wielded by leaders.

Answer 29

Power approach

Question 30

Begun by researchers at Ohio State University, leadership theory that focused on the kinds of behavior engaged in by people in leadership roles and identified two major types: consideration and initiating structure.

Answer 30

Behavioral approach

Question 31

Type of behavior identified in the Ohio State studies; included behavior indicating mutual trust, respect, and a certain warmth and rapport between the supervisor and group.

Answer 31

Consideration

Question 32

Type of behavior identified in the Ohio State studies; included behavior in which the supervisor organizes and defines group activities and his or her relation to the group.

Answer 32

Initiating structure

Question 33

Type of behavior identified by University of Michigan researchers as an important part of a leader’s activities; similar to initiating structure from the Ohio State studies.

Answer 33

Task-oriented behavior

Question 34

Type of behavior identified by University of Michigan researchers as an important part of a leader’s activities; similar to consideration in the Ohio State model.

Answer 34

Relations-oriented behavior

Question 35

Type of behavior identified in the Michigan studies; allows subordinates more participation in decision making and encourages more two-way communication.

Answer 35

Participative behavior

Question 36

Leadership theory proposed to take into account the role of the situation in the exercise of leadership.

Answer 36

Contingency approach

Question 37

A subordinate’s job-related ability, skills, and knowledge.

Answer 37

Job maturity

Question 38

The self-confidence and self- respect of the subordinate.

Answer 38

Psychological maturity

Question 39

Leadership theory proposing that leaders adopt different behaviors with individual subordinates; the particular behavior pattern of the leader develops over time and depends to a large extent on the quality of the leader–subordinate relationship.

Answer 39

Leader–member exchange (LMX) theory

Question 40

People who have high-quality relationships with their leader and high latitude for negotiating their work roles.

Answer 40

In-group members

Question 41

People who have low-quality relationships with their leader and little latitude for negotiating their work roles.

Answer 41

Out-group members

Question 42

Life cycle of a leader–follower relationship

Answer 42

A description of more recent versions of leader–member exchange (LMX) theory, which includes a dynamic process in which the task of the leader is to drive the relationship from a tentative first-stage relationship to a deeper, more meaningful one.

Question 43

Leadership theory that describes the behavior of inspirational political leaders who transform their followers by appealing to nobler motives such as justice, morality, and peace.

Answer 43

Transformational leadership

Question 44

Leaders show followers how they can meet their personal goals by adopting a particular behavior pattern; the leader develops social contracts with followers in which certain behaviors will be rewarded.

Answer 44

Transactional leadership

Question 45

Leaders display conviction, emphasize trust, take stands on difficult issues, emphasize the importance of commitment and purpose, and are aware of the ethical consequences of their decisions.

Answer 45

Idealized influence

Question 46

Leaders articulate an appealing vision of the future, challenge followers with high standards, talk optimistically with enthusiasm, and provide encouragement and meaning for what needs to be done.

Answer 46

Inspirational motivation

Question 47

Leaders question old assumptions, values, and beliefs; stimulate new ways of doing things; and encourage expression of ideas and reasons.

Answer 47

Intellectual stimulation

Question 48

Leaders deal with others as individuals; consider individual needs, abilities, and aspirations; listen attentively; and advise, coach, and teach.

Answer 48

Individualized consideration

Question 49

Leaders provide little guidance to their followers; lowest level of leadership identified by Bass (1997), who contrasted it with transactional leadership and transformational leadership.

Answer 49

Laissez-faire leadership

Question 50

Hierarchical model that ranges from laissez-faire leadership through transactional leadership to transformational leadership.

Answer 50

Full-range theory of leadership

Question 51

Multifactor Leadership Questionnaire (MLQ)

Answer 51

Self-report instrument used in the development and validation of the theory of transformational leadership.

Question 52

A style of leadership that emphasizes the genuineness and integrity of the leader, usually accompanied by a life story.

Answer 52

Authentic leadership

Question 53

A personal attribute of a leader that hypnotizes followers and compels them to identify with and attempt to emulate the leader.

Answer 53

Charisma

Question 54

Followers are emotionally attached to this leader, never question the leader’s beliefs or actions, and see themselves as integral to the accomplishment of the leader’s goals.

Answer 54

Charismatic leader

Question 55

Approach to leadership theory with many different versions of the notion that charisma is related to leadership; in one version, in a crisis situation, followers perceive charismatic characteristics in an individual and accept that person as a leader; in another version, certain leader behaviors (use of innovative strategies) contribute to a charismatic aura.

Answer 55

Charismatic leadership theory

Question 56

Team that has widely dispersed members working together toward a common goal and linked through computers and other technology.

Answer 56

Virtual team

Question 57

Global leadership and organizational behavior effectiveness (GLOBE)

Answer 57

Large-scale cross-cultural study of leadership by 170 social scientists and management researchers in over 60 countries.

Question 58

Leader characteristics that are more acceptable in some countries than others.

Answer 58

Culture-specific characteristics

Question 59

Power approach, 5 different types of power:

Answer 59

``` Reward Power Coercive Power Legitimate Power Expert Power Referent Power ```

Question 60

Reward power.

Answer 60

The potential of a supervisor to dispense valued rewards

Question 61

Coercive power.

Answer 61

The potential of a supervisor to dispense punishments

Question 62

Legitimate power.

Answer 62

The “right” of a supervisor to influence a subordinate and the obligation of the subordinate to accept that influence

Question 63

Referent power.

Answer 63

The identification of the subordinate with the supervisor; the desire of the subordinate to be like and act like the supervisor; the power of example

Question 64

Expert power.

Answer 64

The knowledge or expertise that a supervisor has in a special area

Question 65

Outcomes of Power

Answer 65

Commitment, Compliance, Resistance

Question 66

Douglas McGregor's XY Theory

Answer 66

proposed that the beliefs that managers hold about their subordinates influence their behavior toward those subordinates.

Question 67

Theory X

Answer 67

Theory developed by McGregor to describe managers who believe subordinates must be controlled to meet organizational ends

Question 68

Theory Y

Answer 68

Theory developed by McGregor to describe managers who believe subordinates are motivated to meet goals in the absence of organizational controls.

Question 69

Blake & Mouton’s Leadership Grid

Answer 69

Low-High Person Orientation | Low-High Task Orientation

Question 70

Leadership Grid Low Person Orientation Low Task Orientation

Answer 70

Impoverished (Michigan/ Fiedler)

Question 71

Leadership Grid Low Person Orientation High Task Orientation

Answer 71

Task-Centered (Michigan/ Fiedler) Initiating structure (Ohio State) Theory X

Question 72

Leadership Grid High Person Orientation Low Task Orientation

Answer 72

Country Club (Michigan/ Fiedler) Consideration (Ohio State) Theory Y

Question 73

Leadership Grid High Person Orientation High Task Orientation

Answer 73

Team (Michigan/ Fiedler)

Question 74

Leadership Grid Medium Person Orientation Medium Task Orientation

Answer 74

Middle of the road (Michigan/ Fiedler)

Question 75

Key Examples of Leadership Behaviours

Answer 75

Making decisions Influencing people Giving-seeking information Building relationships

Question 76

Contingency theory: Leader as unable to change behavior readily, person has a behavioral predisposition.

Answer 76

Fiedler’s contingency theory

Question 77

Fiedler’s contingency theory, Dimensions of situations:

Answer 77

Leader-member relations Task structure Position power

Question 78

Contingency Theory: Leader as able to choose from a behavioral repertoire

Answer 78

House’s Path-Goal Theory

Question 79

Components of Path-goal theory:

Answer 79

Leader behaviours - Subordinate characteristics - Task characteristics - Motivation

Question 80

Provides guidance and psychological structure Group members: dogmatic, authoritarian Tasks: ambiguous, unclear rules, complex

Answer 80

Directive leadership

Question 81

Provides nurturance Group members: unsatisfied, need affiliation Tasks: repetitive, unchallenging, mundane

Answer 81

Supportive leadership

Question 82

Provides involvement Group members: autonomous, need control + clarity Tasks: Ambiguous, unclear, unstructuredd

Answer 82

Participative leadership

Question 83

Provides challenges Group members: High expectations, need to excel Tasks: Ambiguous, challenging, complex

Answer 83

Achievement orientated leadership

Question 84

Facets of Transformational Leadership

Answer 84

``` Idealized influence – attributed Idealized influence – behaviour Inspirational motivation Intellectual stimulation Individualized consideration ```

Question 85

refers to the socialized charisma of the leader, whether the leader is perceived as being confident and powerful, and whether the leader is being viewed as focusing on higher-order ideals and ethics;

Answer 85

Idealized influence – attributed

Question 86

refers to the charismatic actions of the leader that are centred on values, beliefs, and a sense of mission;

Answer 86

Idealized influence – behaviour

Question 87

refers to the ways leaders energize their followers by viewing the future with optimism, stressing ambitious goals, projecting an idealized vision, and communicating to followers that the vision is possible;

Answer 87

Inspirational motivation

Question 88

refers to leader actions that appeal to followers’ sense of logic and analysis, by challenging followers to think creatively and find solution to difficult problems; and

Answer 88

Intellectual stimulation

Question 89

refers to leader behaviour that contributes to follower satisfaction by advising, supporting, and paying attention to the individual needs of followers, and thus allowing them to develop and self- actualize

Answer 89

Individualized consideration

Question 90

Facets of Transactional Leadership

Answer 90

Contingent reward Management-by-exception (active) Management-by-exception (passive)

Question 91

refers to leader behaviours that focus on clarifying role and task requirements and providing followers with material or psychological; rewards contingent on the fulfilment of contractual obligations;

Answer 91

Contingent reward

Question 92

refers to the active vigilance of the leader whose goal is to ensure that standards are met; and

Answer 92

Management-by-exception (active)

Question 93

with this approach the leaders only intervene after mistakes or noncompliance has already taken place.

Answer 93

Management-by-exception

Question 94

_ power outcomes: Commitment: Possible Compliance: Likely Resistance: Possible

Answer 94

Reward

Question 95

_ power outcomes: Commitment: Very unlikely Compliance: Possible Resistance: Likely

Answer 95

Coercive

Question 96

_ power outcomes: Commitment: Possible Compliance: Likely Resistance: Possible

Answer 96

Legitimate

Question 97

_ power outcomes: Commitment: Likely Compliance: Possible Resistance: Possible

Answer 97

Expert

Question 98

_ power outcomes: Commitment: Likely Compliance: Possible Resistance: Possible

Answer 98

Referent

Question 99

Influencing tactics – Core Tactics

Answer 99

Rational persuasion Consultation Inspirational appeals Collaboration

Question 100

The agent uses logical arguments and factual evidence to show that a request or proposal is feasible and relevant for important task objectives.

Answer 100

Rational persuasion

Question 101

The agent asks the target person to suggest improvements or help plan a proposed activity or change for which the target person's support is desired.

Answer 101

Consultation

Question 102

The agent appeals to the target's values and ideals or seeks to arouse the target person's emotions to gain commitment for a request or proposal.

Answer 102

Inspirational appeals

Question 103

The agent offers to provide assistance or necessary resources if the target will carry out a request or approve a proposed change.

Answer 103

Collaboration