CHAPTER 13: Leadership Flashcards
(118 cards)
1
Q
_____ is a social process through which an individual intentionally exerts influence over others to structure their behaviors and relationships.
A)Requisition
B)Power
C)Leadership
D)Confabulation
A
C)Leadership
2
Q
If a leader is able to influence his or her work group to produce successful, long-term performance, that leader is:
A)ubiquitous.
B)invitational.
C)formal.
D)effective.
A
D)effective.
3
Q
If someone described Bonita as an “effective leader,” they would probably mean that she:
A)has elicited successful performances from her team members.
B)has a high degree of reward power.
C)is disliked by her followers.
D)forces her team members to do things they don’t want to do
A
A)has elicited successful performances from her team members.
4
Q
An individual’s potential influence over the attitudes and behaviors of others is referred to as:
A)suggestion.
B)power.
C)isolation.
D)aggression.
A
B)power.
5
Q
According to French and Raven (1958), which of these is NOT a base of power?
A)coercive power
B)authoritarian power
C)reward power
D)legitimate power
A
B)authoritarian power
6
Q
Sheila’s company has promoted her to the position of Senior Vice President of Accounting. Sheila possesses a(n):
A)expert base of power.
B)referent base of power.
C)reward base of power.
D)legitimate base of power.
A
D)legitimate base of power.
7
Q
_____ theories focus on identifying what leaders actually do, in the hope that this approach will provide a better understanding of leadership processes.
a. Contingency
b. Behavior
c. Trait
d. Cognitive
A
b. Behavior
8
Q
Harold is the only employee in his restaurant who knows the secret recipe for its famous prize-winning apple pie. Harold has likely gained:
A)referent power.
B)legitimate power.
C)reward power.
D)expert power.
A
D)expert power.
9
Q
Hazel gets her subordinates to obey her by yelling at them and threatening to fire them. Many of them have been written up for minor infractions, and most are afraid of her. In this case, we might argue that Hazel has:
A)legitimate power.
B)reward power.
C)coercive power.
D)referent power.
A
C)coercive power.
10
Q
Latrice is well-liked and respected by her colleagues. Even though she is not a supervisor, her colleagues often do what she suggests because she is so admired. In this case, we might say that Latrice has:
A)legitimate power.
B)reward power.
C)coercive power.
D)referent power.
A
D)referent power.
11
Q
Which leadership theory focuses on identifying the individual characteristics that make people good leaders?
A)contemporary
B)behavioral
C)trait
D)contingency
A
C)trait
12
Q
In the 1950s, research on leadership was:
A)mostly based on theory and previous research.
B)largely based on commonsense notions of leadership and social interactions.
C)focused on the situation in which leadership takes place.
D)focused on behaviors that leaders actually perform.
A
B)largely based on commonsense notions of leadership and social interactions
13
Q
Which trait was NOT studied by early trait theorists?
A)intelligence
B)gender
C)decision-making
D)need for power
A
C)decision-making
14
Q
Recent research suggests that extraversion and _____ are related to the emergence of a leader.
A)agreeableness
B)emotional stability
C)conscientiousness
D)openness to experience
A
C)conscientiousness
15
Q
Recent research suggests that conscientiousness and _____ are related to the emergence of a leader.
A)agreeableness
B)extraversion
C)emotional stability
D)openness to experience
A
B)extraversion
16
Q
Research by Hendricks and Payne (2007) found that Big Five characteristics affect motivational constructs like _____, which in turn impact(s) leadership effectiveness.
A)corporate partnerships
B)leadership self-efficacy
C)traits
D)leader-member exchange
A
B)leadership self-efficacy
17
Q
A small group of employees is working to solve a budgetary problem. To identify who might emerge as the leader of the group, one may want to examine each employee’s:
A)aggression.
B)physical energy.
C)behavioral flexibility.
D)goal orientation.
A
C)behavioral flexibility.
18
Q
After the 1950s, interest in leader traits disappeared. Leadership researchers then turned their attention to:
A)leader behaviors.
B)leader-member exchanges.
C)situational variables.
D)implicit leadership.
A
A)leader behaviors.
19
Q
The Iowa studies, led by Kurt Lewin, examined all of the following leadership styles EXCEPT:
A)laissez-faire.
B)democratic.
C)authoritarian.
D)consideration.
A
D)consideration.
20
Q
Based on the Ohio State studies, the dimension of leadership behavior that relates to the extent to which leaders define their roles and their subordinates’ roles in achieving group goals is the:
A)initiating-structure behavior.
B)consideration behavior.
C)control behavior.
D)contingency behavior.
A
A)initiating-structure behavior.
21
Q
_____ is an example of a leader behavior that would be characterized as consideration.
A)Planning ahead for future assignments
B)Emphasizing participative decision-making
C)Assigning specific tasks to subordinates
D)Defining work procedures
A
B)Emphasizing participative decision-making
22
Q
Joely is a leader who spends a great deal of time supporting and encouraging her employees. She tends to spend very little time, however, scheduling tasks and defining roles for them. Joely is _____ on the initiating structure dimension and _____ on the consideration dimension.
A)high; high
B)low; low
C)high; low
D)low; high
A
D)low; high
23
Q
Brandon is a leader who spends a great deal of time organizing tasks and schedules for his subordinates. He tends to spend very little time, however, supporting and encouraging them. Brandon is _____ on the initiating-structure dimension of behavior and _____ on the consideration dimension of behavior.
A)high; low
B)low; high
C)high; high
D)low; low
A
A)high; low
24
Q
Anita is a leader who spends time organizing tasks for her subordinates, yet she also takes the time to support and encourage them. Anita is _____ in initiating structure and _____ in consideration.
A)low; high
B)high; low
C)low; low
D)high; high
A
D)high; high
25
According to the Leader Behavior Description Questionnaire (LBDQ), "Tries out his or her ideas in the group" and "Decides what shall be done and how it will be done" are statements that measure:
A)leadership self-efficacy.
B)behavioral flexibility.
C)initiating structure.
D)consideration.
C)initiating structure.
26
According to the Leader Behavior Description Questionnaire (LBDQ), which behavioral phrase refers to a leader's consideration?
A)The leader lets group members know what is expected of them.
B)The leader schedules the work to be done.
C)The leader is willing to make changes.
D)The leader encourages the use of uniform procedures.
C)The leader is willing to make changes.
27
In general, which statement BEST summarizes research on leader behaviors?
A)Both initiating structure and consideration are important behaviors, but findings on how they affect performance have been inconsistent.
B)Research shows that consideration is more important than initiating structure for leadership effectiveness.
C)Research shows that initiating structure is more important than consideration for leadership effectiveness.
D)Researchers have concluded that discussing leader behaviors is not particularly useful in applied settings.
A)Both initiating structure and consideration are important behaviors, but findings on how they affect performance have been inconsistent.
28
The leadership theories that formally take into account situational and contextual variables are referred to as:
A)behavior theories.
B)trait theories.
C)contemporary theories.
D)contingency theories.
D)contingency theories.
29
The first theory to consider how leader characteristics might interact with situational variables to determine leader effectiveness was:
A)House's path-goal theory.
B)Fiedler's contingency theory.
C)Bass's transformational leadership theory.
D)Stogdill's great man/great woman theory.
B)Fiedler's contingency theory
30
According to Fiedler, a favorable situation for leadership is defined by three dimensions that include:
A)positive relationships with subordinates, well-defined tasks, and decision-making power.
B)directive, need-oriented, and supportive behaviors.
C)need for achievement, self-esteem, and task structure.
D)subordinate satisfaction, effort, and performance.
A)positive relationships with subordinates, well-defined tasks, and decision-making power.
31
According to Fiedler, relationship-oriented leaders are best in situations of:
A)very high control.
B)moderate control.
C)very low control.
D)either very high or very low control.
B)moderate control.
32
According to Fiedler, it is best to have task-oriented leaders when a situation has:
A)only very high control.
B)moderate control.
C)only very low control.
D)either very high or very low control.
D)either very high or very low control.
33
According to Fiedler, the extent to which a leader perceives he or she has control of a circumstance is known as:
A)task structure.
B)situational favorability.
C)contextual structure.
D)directive behaviors.
B)situational favorability.
34
Allen is completing a questionnaire that requires him to describe the single worst colleague has ever encountered and to evaluate him or her on a scale of bipolar adjectives (e.g., pleasant-unpleasant, friendly-unfriendly). Allen is likely completing the:
A)Leadership Opinion Questionnaire.
B)Leader Behavior Description Questionnaire.
C)Leader-Member Exchange Survey.
D)Least Preferred Coworker Scale.
D)Least Preferred Coworker Scale.
35
According to House's (1971) path-goal theory, leader behaviors that involve mentoring, guidance, and coaching are known as:
A)instrumental leader behaviors.
B)developmental leader behaviors.
C)participative leader behaviors.
D)achievement-oriented leader behaviors.
C)participative leader behaviors.
36
According to House's (1971) path-goal theory, leader behaviors that stress subordinates' personal accomplishments and encourage excellent performance are known as:
A)supportive leader behaviors.
B)directive leader behaviors.
C)participative leader behaviors.
D)achievement-oriented leader behaviors.
D)achievement-oriented leader behaviors
37
According to House's (1971) path-goal theory, leader behaviors that stress subordinates' personal accomplishments and encourage excellent performance are known as:
A)supportive leader behaviors.
B)directive leader behaviors.
C)participative leader behaviors.
D)achievement-oriented leader behaviors.
B)directive leader behaviors.
38
House's (1996) concept of _____ is quite similar to initiating-structure behaviors.
A)directive leader behaviors
B)supportive leader behaviors
C)achievement-oriented leader behaviors
D)participative leader behaviors
A)directive leader behaviors
39
House's (1996) concept of _____ is quite similar to consideration behaviors.
A)directive leader behaviors
B)participative leader behaviors
C)supportive leader behaviors
D)achievement-oriented leader behaviors
C)supportive leader behaviors
40
_____ focuses on the reciprocal relationships between subordinates and leaders.
A)Path-goal theory
B)Leader-member exchange theory
C)Contingency theory
D)Transactional leadership theory
B)Leader-member exchange theory
41
According to leader-member exchange (LMX) theory, which of these is characteristic of in-group subordinates' relationships with their leaders?
A)mutual trust
B)unshared responsibility
C)competition
D)task-oriented treatment
A)mutual trust
42
One of the main differences between leader-member exchange (LMX) theory and behavior-based theories is that LMX theory:
A)suggests that leaders treat subordinates differently from one another.
B)suggests that playing favorites can improve group performance.
C)is not concerned with task-related behaviors.
D)appears to be unrelated to any meaningful outcomes.
A)suggests that leaders treat subordinates differently from one another.
43
According to research on leader-member exchange (LMX) theory, which statement is false?
A)Positive LMX relationships are related to favorable performance ratings.
B)LMX relationship quality is significantly related to job satisfaction.
C)LMX relationship quality is unrelated to turnover intentions.
D)Employees in favorable LMX relationships are more likely to accept organizational change.
C)LMX relationship quality is unrelated to turnover intentions.
44
Recent findings suggest that perceptions of leader-member exchange (LMX) variability can lead to lower levels of satisfaction and well-being when:
A)the leader is female.
B)members of a group communicate frequently.
C)some members of a team telecommute.
D)there is high variability within a work group.
D)there is high variability within a work group.
45
Nishii and Mayer (2009) found that LMX differentiation:
A)led to higher performance in the long run.
B)led to lower satisfaction.
C)led to status differences within a team.
D)indicated that leaders did not know much about their team members.
A)led to higher performance in the long run.
46
The theory that views leadership as the outcome of a perceptual process involving both leaders and subordinates is:
A)leader-member exchange theory.
B)path-goal theory.
C)transformational leadership theory.
D)implicit leadership theory.
D)implicit leadership theory.
47
According to implicit leadership theory, one's mental representation of a leader is known as a:
A)role model.
B)prototype.
C)cognition.
D)model.
B)prototype.
48
Marta believes that a leader is someone who is charismatic, encouraging, and forceful. In this case, one might call this concept of a leader a:
A)role model.
B)falsehood.
C)prototype.
D)prejudice.
C)prototype.
49
According to implicit leadership theory (ILT), leadership effectiveness may be:
A)more about subordinates' perceptions than about leaders' actions.
B)based on leaders' traits and behaviors.
C)increased when there is a discrepancy between subordinates' and leaders' ILTs.
D)derived from high-quality relationships with subordinates.
A)more about subordinates' perceptions than about leaders' actions.
50
Mila thinks her boss, Elliot, is a very effective leader. When Mila is asked whether Elliot is collegial and professional with his peers, she says yes, even though she's never actually observed Elliot around his peers. This issue is most relevant to which theory of leadership?
A)leader-member exchange theory
B)transformational leadership theory
C)path-goal theory
D)implicit leadership theory
D)implicit leadership theory
51
Why might I/O researchers be particularly concerned about some of the findings related to implicit leadership theory (ILT)?
A)This theory recommends that leaders engage in favoritism with their subordinates.
B)This theory suggests that women are unlikely to be effective leaders.
C)This theory indicates that subordinates' ratings of leaders may not reflect leaders' actual behaviors.
D)This theory argues that truly effective leadership skills cannot be taught.
C)This theory indicates that subordinates' ratings of leaders may not reflect leaders' actual behaviors.
52
Recent research on implicit leadership theory (ILT) has indicated that subordinates give more favorable ratings to:
A)African Americans and males.
B)Whites and males.
C)Whites and females.
D)African Americans and females.
B)Whites and males.
53
Which of these is a common characteristic among the new leadership theories?
A)They explain why so many businesses are struggling.
B)They stress emotionally distant behaviors such as coercion.
C)They encourage an increase in subordinates' self-esteem and satisfaction.
D)They account for the leader's perceived situational control.
C)They encourage an increase in subordinates' self-esteem and satisfaction.
54
One common characteristic among the new leadership theories is that they:
A)explain how leaders adapt their behaviors to new situations.
B)emphasize organization and task completion.
C)make use of cutting-edge technologies.
D)encourage subordinates to identify with the leader's values.
D)encourage subordinates to identify with the leader's values.
55
Nikki is a manager who not only motivates her team to exceed its goals but also helps her subordinates see the value in their work beyond the paycheck. Nikki is most likely engaged in:
A)transformational leadership.
B)transactional leadership.
C)implicit leadership.
D)contingent leadership.
B)transactional leadership.
56
Janet is a leader who focuses on outlining clear expectations for her team. In a weekly email, she informs her team of the rewards they will receive for meeting her expectations. Janet is most likely engaged in:
A)transformational leadership.
B)transactional leadership.
C)implicit leadership.
D)authoritarian leadership.
B)transactional leadership.
57
Which of these is a component of transformational leadership?
A)industrialized structuring
B)idealized influence
C)contingent reinforcement
D)institutional consideration
B)idealized influence
58
Vina gives her subordinates challenging problems and encourages them to find creative solutions to them. The facet of transformational leadership she is showing is:
A)inspirational motivation.
B)idealized influence.
C)individualized consideration.
D)intellectual stimulation.
D)intellectual stimulation.
59
Alessandro is careful to give his subordinates tasks suited to their talents, goals, and abilities. In this case, the facet of transformational leadership he is showing is:
A)idealized influence.
B)inspirational motivation.
C)individualized consideration.
D)intellectual stimulation.
C)individualized consideration.
60
Akoni is a very charismatic leader. All of his subordinates want to emulate him. The facet of transformational leadership Akoni embodies is:
A)idealized influence.
B)intellectual stimulation.
C)inspirational motivation.
D)individualized consideration.
A)idealized influence.
61
Lisbet encourages her subordinates to fight for a common cause. She also focuses on seeing the best in people and wants everyone to work for the greater good. In this case, the facet of transformational leadership she is demonstrating is:
A)individualized consideration.
B)idealized influence.
C)inspirational motivation.
D)intellectual stimulation.
C)inspirational motivation.
62
The process through which transformational leaders increase subordinates' ability to see problems from a new perspective is known as:
A)contingent reinforcement.
B)inspirational motivation.
C)individualized consideration.
D)intellectual stimulation.
D)intellectual stimulation.
63
Research suggests that transformational leadership is most effective when it is combined with aspects of:
A)implicit leadership.
B)coercive power.
C)transactional leadership.
D)idocentrism.
C)transactional leadership.
64
Two conflicting outcomes that can result from transformational leadership are:
A)dependence on the leader and empowered self-direction.
B)organizational commitment and turnover intentions.
C)job satisfaction and job dissatisfaction.
D)motivation and actual turnover.
A)dependence on the leader and empowered self-direction.
65
The glass ceiling is a phenomenon in which:
A)people with low status in an organization have difficulty determining what they need to do to move up.
B)leaders ensure they are being transparent in their decision-making so that subordinates understand their reasoning.
C)people who want to move up in the organization sometimes collide with people currently in the position who are not interested in moving up and out of that position.
D)qualified individuals cannot move up in an organization because of discrimination.
D)qualified individuals cannot move up in an organization because of discrimination.
66
According to the Glass Ceiling Commission, in 1991 women held _____ of administrative and management positions and _____ of top leadership positions.
A)80%; 20%
B)43%; 5%
C)50%; 50%
D)20%; 30%
B)43%; 5%
67
According to Eagly's research on gender and leadership, women are:
A)more participative than men.
B)more task-oriented than men.
C)less participative than men.
D)less interpersonally oriented than men.
A)more participative than men.
68
According to research on gender and leadership, which statement is true?
A)Male leaders exhibit higher levels of transformational leadership behaviors than female leaders.
B)Male leaders often are perceived as more effective than women because of the "masculine advantage."
C)Men are perceived as more effective leaders overall than are women.
D)Women emerge more often as leaders in socially oriented situations.
D)Women emerge more often as leaders in socially oriented situations.
69
The "feminine advantage" refers to the theory that:
A)women are more effective leaders because they are more inclusive and nurturing.
B)women are more likely to emerge as leaders when they are found to be attractive and feminine.
C)women are more likely to emerge as leaders when they are seen as aggressive and dominant.
D)women are more likely to gain positions of leadership because hiring managers overcompensate for their stereotypical attitudes.
A)women are more effective leaders because they are more inclusive and nurturing.
70
According to Eagly et al. (2003), female leaders are more likely to engage in _____ behaviors, and male leaders are more likely to engage in _____ behaviors.
A)ineffective transactional; effective transactional
B)effective transactional; transformational
C)ineffective transactional; transformational
D)transformational; ineffective transactional
D)transformational; ineffective transactional
71
An ongoing study on culture and leadership is known as:
A)Project Lead.
B)the CULTR commission.
C)the EARTH report.
D)the GLOBE project.
D)the GLOBE project.
72
Across all countries, research has found that the leadership traits that appear to be important are:
A)those that match cultural expectations.
B)transactional.
C)extraversion and agreeableness.
D)intelligence-related.
A)those that match cultural expectations.
73
Which of these was identified as a prototypical leadership trait by U.S. participants in a research study?
A)shyness
B)trustworthiness
C)industriousness
D)regretful
C)industriousness
74
Eastern cultures tend to indicate that _____ is important to leadership; Western cultures tend to indicate that _____ is important to leadership.
A)intelligence; determination
B)determination; intelligence
C)allocentrism; idocentrism
D)idocentrism; allocentrism
A)intelligence; determination
75
Transformational leaders express more _____ than do non-transformational leaders.
A)positive emotions
B)positive moods
C)negative emotions
D)negative moods
A)positive emotions
76
The ability to assess and manage one's own emotions as well as understand the feelings others is known as:
A)perceptual capability.
B)leader-emotion exchange.
C)cognitive prototyping.
D)emotional intelligence.
D)emotional intelligence.
77
Research in South Korea suggests that leaders high in emotional intelligence are effective because they:
A)are better at gaining power and influence through coercion.
B)can train their followers to be more empathetic and relationship-oriented.
C)engage in more transformational behaviors.
D)demonstrate a better balance of task-oriented and relationship-oriented behaviors.
C)engage in more transformational behaviors.
78
Research on the training of leaders on emotional and social skills:
A)suggests that this training is successful.
B)has not provided conclusive results.
C)suggests that this training can actually worsen social skills.
D)demonstrates that these skills can be taught, but they do not translate to improved leader performance.
B)has not provided conclusive results.
79
_____ theory was popular in the 1950s and has reemerged in the last 30 years.
A)Power
B)Behavioral
C)Trait
D)Contingency
C)Trait
80
Based on the Ohio State studies, the dimension of leadership behavior that relates to the extent to which leaders act in a supportive way and show respect for their subordinates is:
A)initiating-structure behavior.
B)consideration behavior.
C)control behavior.
D)contingency behavior.
B)consideration behavior.
81
According to the Leader Behavior Description Questionnaire (LBDQ), which behavioral phrase measures a leader's initiating structure?
A)The leader is friendly and approachable.
B)The leader schedules the work to be done.
C)The leader is willing to make changes.
D)The leader treats each group members as his or her equal.
B)The leader schedules the work to be done.
82
Labert, Tepper, Carr, Holt & Barelka (2012) found that in terms of most leadership outcomes, it was most effective for leaders to have:
A)moderate levels of initiating structure and high levels of consideration.
B)moderate levels of consideration and high levels of initiating structure.
C)low levels of consideration and initiating structure.
D)moderate levels of initiating structure and low levels of consideration.
A)moderate levels of initiating structure and high levels of consideration.
83
Research by DeRue and colleagues (2011) suggests that task-oriented leadership behaviors are related to _____, while relationship-oriented leadership behaviors are related to _____.
A)performance-related outcomes; affect-related outcomes
B)affect-related outcomes; performance related outcomes
C)OCB; CWB
D)CWB; OCB
A)performance-related outcomes; affect-related outcomes
84
To determine leadership style, Fiedler used a scale where leaders described the worst colleague they have ever encountered. This scale was known as:
A)the least preferred coworker scale.
B)the contingency scale.
C)the implicit leadership scale.
D)the leader-member exchange scale.
A)the least preferred coworker scale.
85
Dulebohn and colleagues (2012) conducted a meta-analysis that suggests that _____ explain the most variance in LMX.
A)leader behaviors and perceptions
B)follower attitudes
C)team diversity variables
D)leader personality variables
A)leader behaviors and perceptions
86
Research on implicit leadership theory suggests that subordinates will rate a leader positively when:
A)the leader is different from their prototype.
B)the leader matches their prototype.
C)the leader engages in effective behaviors.
D)the leader engages in ineffective behaviors.
B)the leader matches their prototype.
87
Implicit leadership theory suggests that white men might emerge as leaders more often because:
A)they match most people's prototype of a leader.
B)they are generally more effective as leaders than other demographics.
C)there are more of them in the workforce compared to other demographics.
D)masculinity is important for leadership effectiveness.
A)they match most people's prototype of a leader.
88
One common characteristic among the new leadership theories is that they:
A)suggest leaders are born, not made.
B)emphasize organization and task completion.
C)make use of cutting-edge technologies.
D)explain how leaders can take organizations to new heights.
D)explain how leaders can take organizations to new heights.
89
One common characteristic among the new leadership theories is that they:
A)explain how leaders adapt their behaviors to new situations.
B)emphasize transactional behaviors.
C)make use of cutting-edge technologies.
D)stress emotionally appealing behaviors such as empowering subordinates.
D)stress emotionally appealing behaviors such as empowering subordinates.
90
_____ is a form of leadership where the interaction between leader and follower raises both to higher levels of motivation and morality than they would achieve individually.
A)Transformational leadership
B)Transactional leadership
C)Implicit leadership
D)Prototypical leadership
B)Transactional leadership
91
_____ is a form of leadership where the relationship between leader and follower is based chiefly on exchanges, with a focus on contingent reinforcement.
A)Transformational leadership
B)Transactional leadership
C)Implicit leadership
D)Prototypical leadership
B)Transactional leadership
92
The facet of transformational leadership where a leader arouses a strong desire among employees to emulate the leader is:
A)individualized consideration.
B)idealized influence.
C)industrial motivation.
D)intellectual stimulation.
B)idealized influence.
93
The facet of transformational leadership where a leader focuses on the best in people and gives followers a reason to engage in shared goals is:
A)individualized consideration.
B)idealized influence.
C)inspirational motivation.
D)intellectual stimulation.
C)inspirational motivation.
94
The facet of transformational leadership where a leader encourages followers to consider problems from a new perspective is:
A)individualized consideration.
B)idealized influence.
C)inspirational motivation.
D)intellectual stimulation.
D)intellectual stimulation.
95
The facet of transformational leadership where a leader treats followers as individuals by supporting and encouraging them is:
A)individualized consideration.
B)idealized influence.
C)inspirational motivation.
D)intellectual stimulation.
A)individualized consideration.
96
Research by Li and colleagues (2013) found that transformational leadership had the greatest impact on teams when team members:
A)initially feel highly connected with their team.
B)are extremely high in conscientiousness.
C)are extremely high in extraversion.
D)initially feel low levels of cohesion within their team.
D)initially feel low levels of cohesion within their team.
97
_____ leadership is where one leads through his or her own genuine style that engenders trust in followers and builds relationships.
A)Thoughtful
B)Genuine
C)Charismatic
D)Authentic
D)Authentic
98
_____ leadership is where one leads through personal integrity and is driven by a desire to assist other people.
A)Servant
B)Genuine
C)Charismatic
D)Obsequious
A)Servant
99
The main difference between transformational leadership and authentic leadership is:
A)authentic leadership does not demonstrate any relationship with follower performance.
B)authentic leadership does not necessarily include a charismatic component.
C)transformational leadership does not demonstrate any relationship with follower performance.
D)transformational leadership does not necessarily include a charismatic component.
B)authentic leadership does not necessarily include a charismatic component.
100
One main difference between transformational leadership and servant leadership is that transformational leadership has the potential for _____, whereas this is not possible with servant leadership.
A)narcissism
B)positive organizational outcomes
C)employee development
D)high employee satisfaction
A)narcissism
101
One main difference between authentic leadership and servant leadership is that authentic leadership is focused on _____, while servant leadership is focused on _____.
A)growing and developing others; being true to oneself
B)being true to oneself; growing and developing others
C)initiating structure; consideration
D)consideration; initiating structure
B)being true to oneself; growing and developing others
102
The dark triad is composed of:
A)neuroticism, egotism, and dishonesty.
B)excitability, hostility, and aggression.
C)psychopathy, narcissism, and Machiavellianism.
D)anger, sadness and jealousy.
C)psychopathy, narcissism, and Machiavellianism.
103
Research indicates that individuals who score high on the dark triad:
A)take joy in other people's suffering.
B)are non-competitive.
C)tend to be highly honest and ethical.
D)have difficulty making decisions.
A)take joy in other people's suffering.
104
Compared to women, men score _____ and are more likely to use _____.
A)higher on the dark triad; hard tactics
B)lower on the dark triad; soft tactics
C)lower on the dark triad; hard tactics
D)higher on the dark triad; soft tactics
A)higher on the dark triad; hard tactics
105
Arrogant leaders tend to have _____ intelligence and _____ self-esteem.
A)high; high
B)high; low
C)low; high
D)low; low
D)low; low
106
_____ theories differ from both trait and behavioral theories by formally taking into account situational or contextual variables.
a. Path–goal
b. Contingency
c. Cognitive-behavioral
d. Leader effectiveness
b. Contingency
107
One main difference between transformational leadership and servant leadership is that servant leadership focuses on _____, whereas transformational leadership focuses on _____.
A)individual growth; organizational growth
B)organizational growth; individual growth
C)individual performance; organizational performance
D)organizational performance; individual performance
A)individual growth; organizational growth
108
_____ is an individual’s potential influence over the attitudes and behaviors of one or more other individuals.
a. Leadership
b. Power
c. Opportunity
d. Administration
b. Power
109
Which is NOT one of the bases of power?
a. Legitimate power
b. Reward power
c. Referent power
d. Inferred power
d. Inferred power
110
_____ theories focus on identifying what leaders actually do, in the hope that this approach will provide a better understanding of leadership processes.
a. Contingency
b. Behavior
c. Trait
d. Cognitive
b. Behavior
111
_____ theory focuses on those dyadic relationships between subordinates and leaders rather than on leader behaviors or traits.
a. Leader–member exchange
b. Contingency
c. Behavior
d. Cognitive
a. Leader–member exchange
112
_____ leadership is an example of leading through personal integrity and driven by a desire to serve other people.
a. Authentic
b. Servant
c. Negative
d. Transformational
b. Servant
113
_____ is usually defined as the successful long-term performance of the leader’s work group or subordinates.
a. Operational power
b. Effective leadership
c. Positive influence
d. Organization
b. Effective leadership
114
_____ leadership theory views leadership as the outcome of a perceptual process involving both leaders and subordinates.
a. Implicit
b. Explicit
c. Servant
d. Contingency
a. Implicit
115
A form of leadership in which the interaction of leader and follower raises both to higher levels of motivation and morality than they would achieve individually is called _____ leadership.
a. implicit
b. servant
c. transformational
d. transactional
c. transformational
116
_____ leadership is a form of leadership in which the relationship between leader and follower is based chiefly on exchanges, with an emphasis on contingent reinforcement.
a. Implicit
b. Servant
c. Transformational
d. Transactional
d. Transactional
117
_____ refers to a situation in which qualified individuals are prevented from truly achieving all that they can because of some form of discrimination.
a. Invisible line
b. Glass ceiling
c. Ineffective leadership
d. Meta-analysis
b. Glass ceiling
118
Three personality traits that tend to be reflected in unfeeling and manipulative behavior are referred to as:
a. negative leadership.
b. arrogant leadership.
c. the dark triad.
d. hyper competitiveness.
c. the dark triad.
