Download Chapter 12 - Leadership in Organizations

Chapter 13 - Leadership in Organizations
Multiple Choice Questions
1.
Based on statements about the late George Jackson, former CEO of Urban Box Offices, he would
best be described as a(n)
a) charismatic leader.
b) directive autocrat.
c) permissive autocrat.
d) directive democrat.
Answer a
Page 469
2.
The process whereby one individual influences other group members toward the attainment of
defined group or organizational goals is known as
a) power.
b) leadership.
c) social influence.
d) motivation.
Answer b
Page 471
3.
By definition, leadership is primarily a process involving
a) the use of influence.
b) the use of power.
c) participative management.
d) organizational politics.
Answer a
Page 471
4.
The use of influence in leadership is directed toward
a) the attainment of personal goals.
b) the practice of organizational politics.
c) the attainment of organizational goals and purposes.
d) None of the above.
Answer c
Page 471
5.
For many, a leader differs from a manager in that
a) leadership involves the use of social influence and management does not.
b) leaders are concerned with implementation while management is concerned with formulating and
planning.
c) leadership is participative in nature and management is not.
d) leaders establish and formulate the mission, managers implement it.
Answer d
Page 471-472
6.
Which of the following is true about management and leadership?
a) Often the differences are blurred in practice.
b) The difference between the two often leads to tension within an organization.
c) The distinction between the two is quite clear.
d) There is no real difference except in theory.
Answer a
Page 472
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215
7.
If Joe is more of a manager than a leader in his company, he would tend to
a) create the organization's mission rather than implement it.
b) formulate strategy rather than create the strategic vision.
c) establish direction for the company rather than monitor its progress.
d) All of these.
Answer b
Page 472
The idea that people possess certain characteristics that make them leader’s
a) is the contingency theory of leadership.
b) Is the great person theory.
c) describes normative theory.
d) is the basis of situational leadership theory.
Answer b
Page 473
8.
9.
Scientist have acknowledged that leaders should demonstrate multiple domains of intelligence.
Those domains include
a) physical, mental, and emotional intelligence.
b) cognitive, emotional, and cultural intelligence.
c) cognitive, emotional, and social intelligence.
d) technical, interpersonal, and cognitive intelligence.
Answer b
Page 473
10.
Researchers have identified which of the following characteristics of successful leaders?
a) Ambition, the desire for achievement.
b) The ability to integrate and interpret large amounts of information.
c) Creativity and originality.
d) All of these.
Answer d
Page 473, Table 13.1
11.
The desire to exercise influence over others to reach shared goals is known as
a) social influence.
b) leadership motivation.
c) social power motivation.
d) organizational politics.
Answer b
Page 474
12.
Joanne shows the ability to cooperate with others, develop networks and coalitions, and generally
work with subordinates rather than try to dominate them. This is an example of
a) personalized power motivation.
b) social influence.
c) socialized power motivation.
d) prosocial behavior.
Answer c
Page 474
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Part 5 - Influencing Others
13.
A behavioral approach to leadership focuses on
a) what the leader does.
b) who the leader is.
c) who are the followers of the leader.
d) when the leader uses what style of leadership.
Answer a
Page 474
14.
A supervisor whose actions seem to fall in between an autocratic style and a delegation style
would be said to have a ____ leadership style.
a) directive
b) two-tiered
c) permissive
d) participative
Answer d
Page 475
15.
The _____ model of leadership looks at how leaders allocate their influence to followers.
a) situational leadership
b) trait leadership
c) LPC leadership
d) autocratic-delegation continuum
Answer d
Page 475
16.
The two-dimensional model of subordinate participation was designed to
a) clarify what characteristics marked the leader.
b) address the problem of oversimplification of the autocratic-delegation model.
c) show the differences between managers and leaders.
d) address the gender bias inherent in the LPC model of leadership.
Answer b
Page 475
17.
Joe and Wit are discussing how much to let their subordinates participate in the restructuring
decision. In terms of the two-dimensional model of subordinate participation, they are discussing the
___ continuum.
a) autocratic-delegation
b) permissive-directive
c) autocratic-democratic
d) autocratic-directive
Answer c
Page 475
18.
Karen is the kind of leader who makes decisions unilaterally and closely supervises the activities
of her subordinates. Her leadership behavior is that of a
a) directive democrat.
b) directive autocrat.
c) permissive democrat.
d) permissive autocrat.
Answer b
Page 476
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Chapter 13 Leadership in Organizations
217
19.
In work settings where employees are inexperienced or underqualified for their jobs, or when
subordinates adopt an adversarial stance, the best leadership style is
a) permissive autocrat.
b) directive autocrat.
c) permissive democrat.
d) directive democrat.
Answer b
Page 476
20.
When working with people who have a high level of technical skill and want to be left to manage
their own jobs, the most effective leadership style would be
a) permissive autocrat.
b) directive autocrat.
c) permissive democrat.
d) directive democrat.
Answer a
Page 476
21.
The two-dimensional model of subordinate participation shows that
a) democratic leaders are more effective than autocratic leaders.
b) permissive leaders are less effective than directive leaders.
c) the directive permissive style is more effective than the directive autocratic style.
d) the effectiveness of each leadership style depends on the existing conditions.
Answer d
Page 477
22.
A leader with low concern for both production and people is said to have a (n) _____
management style.
a) counterproductive
b) middle-of-the-road
c) impoverished
d) apathetic
Answer c
Page 479
23.
The University of Michigan and Ohio State studies of leadership in the 1950s developed
leadership theories around the two dimensions of
a) autocratic and permissive behavior.
b) traits and personality.
c) personalized leadership motivation and socialized leadership motivation.
d) initiating structure and consideration.
Answer d
Page 477
24.
The leadership dimensions of consideration and initiating structure seem to be
a) exclusionary, high in one means low in the other.
b) complementary, in that they work in combination.
c) independent, they have little if an effect on each other.
d) dependent, a leader can’t be high in one without being high in the other.
Answer c
Page 477
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Part 5 - Influencing Others
25.
The major benefits of high consideration leadership styles are
a) enhanced employee performance.
b) improved group atmosphere and morale
c) decisive leadership and clear direction.
d) All of the above.
Answer b
Page 477-478
A tool for developing a leader’s concern for production and the concern for people is
a) leadership motivation training.
b) influence style training.
c) attribution approach training.
d) grid training.
Answer d
Page 478
26.
27.
In terms of the managerial grid, a manager who is high in concern for production and low in
concern for people is said to have a/an ____ management style.
a) task
b) impoverished
c) middle-of-the-road
d) country club
Answer a
Page 478
28.
A high concern for people and a low concern for production is a ___ management style.
a) country club
b) team
c) middle-of-the-road
d) task
Answer a
Page 479
29.
Management grid training involves training
a) in how to reduce group conflict.
b) to improve manager’s communication and planning skills.
c) to help identify to what degree the organization is meeting its strategic goals.
d) to do all of these.
Answer d
Page 479
30.
____ suggests that leaders form different kinds of relationships with various groups of
subordinates.
a) Attribution theory
b) Contingency theory
c) Leader-member exchange theory
d) Grid management theory
Answer c
Page 480
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Chapter 13 Leadership in Organizations
219
31.
Leader-member exchange theory
a) is largely unsupported by research.
b) suggests that it is the circumstances of the task and the competency of the member that shapes
leadership behavior.
c) suggests that task/production focus is most important in terms of effective leadership.
d) argues that the relationship between leaders and followers influences leadership behavior.
Answer d
Page 480
32.
Bert is a manager for a small firm that was recently acquired by a larger company. In recent
performance evaluations, employees from his previous firm were given higher ratings than
employees from the new firm. Which leadership theory best explains why this occurred?
a) Attribution theory
b) Contingency theory
c) Leader-member exchange theory
d) Grid management theory
Answer c
Page 480
33.
Traditional work groups and teams are the same in that
a) both involve one-on-one management.
b) both work at preventing conflict between individuals.
c) both involve reactively responding to change.
d) focus on training.
Answer d
Page 482
34.
Kathleen is a first-line supervisor new to self-managed teams. In adapting her leadership to a
team setting, Kathleen should
a) focus on one-on-one relationships.
b) spend her time training the team.
c) concentrate on expanding the teams' capabilities.
d) directing them toward their goals.
Answer c
Page 482
35.
One way leaders need to adjust their leadership style when working with teams is to move to
a) a heavy emphasis on training.
b) make the most of differences rather than just inhibit conflict.
c) provide more direction and less inspiration.
d) a more reactive mode, responding to problems rather than trying to foresee them.
Answer b
Page 482
36.
Effective team leaders
a) foresee and influence change.
b) build one-on-one relationships.
c) minimize team conflict.
d) focus on training.
Answer a
Page 482
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Part 5 - Influencing Others
37.
In traditional work groups, leaders
a) tell people what to do.
b) take all the credit.
c) relate to others individually.
d) All of the above.
Answer a
Page 482
Figure 13.3
38.
A leadership approach based on turning the traditional management hierarchy upside down and
empowering people to make their own decisions is called
a) grassroots leadership.
b) flat line leadership.
c) autocratic-delegation.
d) attribution leadership.
Answer a
Page 483
39.
_____ emphasizes the role of leaders' causal explanations of followers' behavior.
a) Attribution approach
b) Leader-member exchange theory
c) Contingency theory
d) Grid management theory
Answer a
Page 484
40.
If a leader makes an internal attribution for an employee's poor performance, what will the leader
focus on to assist the employee?
a) Upgrading work facilities.
b) Improving employee skills.
c) Motivating coworkers.
d) Increasing the employee’s pay.
Answer b
Page 484
41.
The tendency of followers to rally around the leaders in times of crisis is known as
a) the association attribution effect.
b) the charisma effect.
c) the rally around the flag effect.
d) the grass root effect.
Answer c
Page 484
42.
When a leader is described as having something special, seemingly has the ability to bring about
profound changes in others’ beliefs, perceptions, etc., this leader is described as
a) a team management leader.
b) a transformational leader.
c) a charismatic leader.
d) a leader with high initiating structure.
Answer c
Page 486
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Chapter 13 Leadership in Organizations
221
43.
Charismatic leaders are differentiated from noncharismatic leaders by several factors including
a) a vision.
b) honesty and integrity.
c) a strong desire to achieve.
d) All of these.
Answer a
Page 486
44.
Charismatic leaders are different from other leaders by virtue of
a) the traits they possess.
b) their ability to balance task and people issues.
c) their level of delegation and direction.
d) their relationship with their followers.
Answer d
Page 486
45.
Charismatic leadership
a) is an appropriate leadership style for any circumstance.
b) tends to polarize followers.
c) carries with it the assumption of virtue.
d) tends to undermine job satisfaction while increasing employee commitment.
Answer b
Page 488
46.
The fundamental difference between charismatic and transformational leaders is that
only charismatic leaders have a clear vision.
charismatic leaders are universally accepted, whereas transformational leaders are not.
transformational leaders are more intelligent.
charisma is insufficient to cause change by itself, transformational leadership brings about
change, by definition.
Answer d
Page 488
a)
b)
c)
d)
47.
When a transformational leader gives the followers support, encouragement, and attention they
need to perform their jobs well, he/she is providing
a) individualized consideration.
b) inspirational motivation.
c) intellectual stimulation.
d) initiating structure.
Answer a
Page 488
48.
Scientists can measure transformation leadership abilities with the
a) Myers-Briggs Multiphasic Personality Test.
b) California Personality Inventory.
c) Multifactor Leadership Questionnaire.
d) Managerial Grid Questionnaire.
Answer c
Page 489
49.
To become a transformation leader one needs to
a) build group confidence by pointing out small accomplishes toward the goal.
b) use a more permissive and participative management style.
c) discover the shortest decision path in problem solving with the group.
d) set and delegate clear attainable goals to self-managed work teams.
Answer a
Page 490
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Part 5 - Influencing Others
50.
The basis of LPC contingency theory is
a) the follower’s level of maturity and enthusiasm for the task called task and relationship
orientations..
b) the leader’s tendency to evaluate the person, favorably or unfavorably, with whom they find it
most difficult to work.
c) the degree of control or permissiveness the leader exhibits.
d) the characteristics of the leader.
Answer b
Page 491
51.
People who score low in LPC tend to
a) perceive someone with whom they do not want to work in positive terms.
b) be relationship-oriented.
c) be primarily interested in attaining success at the task.
d) be none of the above.
Answer c
Page 491
52.
According to LPC contingency theory of leadership which type of leader will be most effective is
determined by
a) the leader’s relationship with his/her followers.
b) the personality of the leader.
c) whether the leader is dealing with teams or individuals.
d) the degree of permissiveness or direction the leader is comfortable with.
Answer a
Page 491
53.
Low LPC leaders tend to be most effective when situational control is
a) high.
b) moderate.
c) very low.
d) either very high or very low.
Answer a
Page 491
54.
High LPC leaders tend to be most effective when situational control is
a) high.
b) moderate.
c) very low.
d) either very high or very low.
Answer b
Page 491
55.
A high LPC leader would do best in which situations?
a) As crew chief of a pit crew in a stock car race.
b) Working with a road crew laying pavement.
c) Leading a R & D team finding a cure for cancer.
d) Leading a shop class through the process of car body repair.
Answer c
Page 492
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Chapter 13 Leadership in Organizations
223
56.
______ focuses on the ways of changing situational control variables when it is impractical to
change leaders.
a) The LMX approach
b) Leader match
c) The multifactor Leadership Questionnaire
d) Situational leadership
Answer b
Page 492
57.
___ suggests that effective leaders are able to adjust their styles to accommodate their followers
according to their need for direction and their need for emotional support.
a) LMX theory
b) Attribution theory
c) Situational leadership theory
d) Normative leadership theory
Answer c
Page 493
58.
If followers are willing to do the job, but don't know how to it, which style of leadership is best?
a) delegating
b) selling
c) telling
d) participating
Answer c
Page 493
59.
If followers are neither willing nor able to do the job, which style of leadership is needed?
a) delegating
b) selling
c) tellling
d) participating
Answer b
Page 493
60.
When followers need little guidance or emotional support, the best situational leadership style is
a) delegating.
b) selling.
c) telling.
d) participating.
Answer a
Page 494
61.
According to situational leadership theory, leaders must be able to
a) set appropriate goals and inspire others to attain them..
b) control valued rewards and believable punishments.
c) diagnosis a situation and identify the appropriate behavioral response.
d) choose the proper strategy for decision making.
Answer c
Page 494
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Part 5 - Influencing Others
62.
The central premise to path-goal theory is that
a) subordinates react favorably to a leader who helps them progress toward desired outcomes.
b) leaders need to be able to assess where followers are and provide the necessary guidance and
emotional support.
c) leaders deal with followers based on what they believe is motivating follower behavior.
d) followers should be permitted to find their own way.
Answer a
Page 494
63.
In goal-path theory, the determinants of which leadership style is best include
a) the strengths and skills of the leader.
b) the characteristics of the follower.
c) the level of control present in the situation.
d) none of these.
Answer b
Page 495
64.
In path-goal theory, if the leader is setting challenging goals and seeking performance
improvement, he/she is using the ___ style.
a) instrumental
b) supportive
c) participative
d) achievement-oriented
Answer d
Page 495
65.
The question of how much participation in decision-making leaders should allow is addressed by
which of the following theories of leadership?
a) Leader-member exchange theory
b) Contingency theory
c) Normative theory
d) Path-goal theory
Answer c
Page 496
66.
The best leadership style in the normative model of leadership is based on
a) the quality of the decision and its acceptance.
b) the characteristics of the follower.
c) the level of control present in the situation.
d) the degree of control the follower has over the process.
Answer a
Page 498
67.
Normative decision making theory has the leader making decisions by asking a series of
questions which relate to the
a) the time available and the resources to be used.
b) quality and acceptance of the decision.
c) characteristics of the subordinates.
d) personality of the leader.
Answer b
Page 498
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Chapter 13 Leadership in Organizations
225
68.
The ____ is designed to protect decision acceptance in normative leadership theory.
a) leader information rule
b) unstructured problem rule
c) goal congruence rule
d) fairness rule
Answer d
Page 498, Table 13.7
69.
A leader needs a high quality decision. She does not have sufficient information to make the
decision alone. The problem is not structured. Acceptance by subordinates is crucial. If the leader
makes the decision alone, it may not be accepted but subordinates do not share organizational goals.
Finally, conflict among subordinates is likely to result from the decision. Under these circumstances,
which type of decision-making approach is best, according to the normative theory of leadership?
a) Group decision
b) Consultative
c) Autocratic
d) Directive
Answer a
Page 499, Figure 13.15
70.
The substitutes for leadership framework argues that leadership may be irrelevant
a) because there is no empirical research to support any leadership theory.
b) when subordinates are highly professional and their work is intrinsically satisfying.
c) because we have romanticized leadership as a concept and it doesn’t really exist.
d) if people are placed in self-managing teams or other self-directed work forms.
Answer b
Page 500
71.
Irvin works as a manager for a small consulting firm. He has been searching for an approach to
leadership to use in training the other managers at the firm. He is interested in a model that takes
subordinate participation into consideration yet pays attention to the climate within the company.
Which model would you suggest he consult?
a) The trait model
b) The normative model
c) The contingency model
d) The path goal model
Answer b
Page 500
72.
Research regarding the substitutes for leadership show that
a) job performance and attitudes were more strongly associated with substitutes than with
leadership itself.
b) job performance and attitudes were more strongly associated with certain types of leadership
than with substitutes for leadership.
c) there is no merit in the substitutes concept, leadership made a definitive difference in almost
every experiment.
d) the influence of leadership was closely tied to organizational performance if not individual
performance.
Answer a
Page 501
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Part 5 - Influencing Others
In an experiment where a fictitious company’s success was attributed to top-management,
evaluators of the company’s profitability and risk
a) rated profitability and risk lower than when success was attributed to the employees.
b) rated both profitability and risk lower when success was attributed to top management.
c) rated profitability higher and risk lower when success was attributed to the regulatory
environment.
d) rated profitability higher and risk lower than when success was attributed to any other cause.
Answer d
Page 501
73.
74.
In China, Guanxi roughly refers to
a) learning.
b) interpersonal relationships.
c) unacceptable negotiating tactics.
d) the underground economy.
Answer b
Page 504
75.
A technique of leadership development that involves custom-tailored, one-on-one learning aimed
at improving an individual leader’s performance is called
a) Guanxi.
b) action learning.
c) mentoring.
d) executive coaching.
Answer d
Page 504
Mini-Case Questions
Table 13.1
Tom leads a work team on the line at his manufacturing company. Tom works well with his team because
he is willing to cooperate, he doesn’t try to dominate, and he develops coalitions within the team and has
extensive networks with other people in the company for getting resources needed to accomplish their
job. His crew consists of highly competent, technical professionals, who program the computers that run
the equipment on the manufacturing line. Because of his excellent leadership skills Tom was given the
responsibility to train a new team of technicians fresh from vo-tech school. Once he had them trained he
would return to leading his regular team.
Refer to Table 13.1. In terms of the two-dimensional model of subordinate participation, Tom’s
most effective leadership style here would be
a) directive autocrat.
b) permissive democrat.
c) permissive autocrat.
d) directive democrat.
Answer c
Page 476
76.
77.
a)
b)
c)
d)
Refer to Table 13.1. With the vo-tech group, the best leadership style would be
directive autocrat.
permissive democrat.
permissive autocrat.
directive democrat.
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Chapter 13 Leadership in Organizations
Answer a
Page
227
476
78.
Refer to Table 13.1. In terms of orientation to task or people, Tom seems to be
a) high in initiating structure.
b) high in personalized leadership motivation.
c) low in consideration.
d) high in consideration.
Answer d
Page 477
Table 13.2
In preparation for grid training, the managers of your company are having their current styles assessed.
Elizabeth seems to have a high concern for production and a high concern for people. Bill on the other
hand, has a low concern for both dimensions. Recently Elizabeth noticed that one of her employees was
not doing well on the job. He was listless, late to work, and his work products were degenerating in
quality. Elizabeth decided he had been working too hard and gave him a couple of days off. Bill was
transferred to another department. He took three of his subordinates from his old department with him.
After being there six months he gave all employees performance appraisals. The subordinates who came
with him to the new department all did better than the more experienced people who had been on the job.
In fact, the subordinates who came with Bill were having a hard time adjusting to the new department
and had not been performing all that well.
79.
Refer to Table 13.2. Elizabeth has a(n) ____ management style according to management grid
theory.
a) country club
b) team
c) impoverished
d) middle-of-the-road
Answer b
Page 479
Refer to Table 13.2. Bill’s behavior is best explained by which leadership theory?
a) Attribution theory
b) Management grid
c) Contingency theory
d) Leader-member exchange model
Answer d
Page 480
80.
Refer to Table 13.2. Elizabeth’s decision is best explained by which leadership theory?
a) Attribution theory
b) Management grid
c) Contingency theory
d) Leader-member exchange model
Answer a
Page 484
81.
Table 13.3
As the President of his own company, Todd has provided his employees a vision and created a strong
sense of mission. He has helped them recognize their problems and find ways to solve them while
providing support, encouragement, and attention. He is developing a strong company through the
development of strong employees. Within Todd’s company, his marketing VP is also able to enthuse his
employees. He has them excited about what the marketing department can become. Employees constantly
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Part 5 - Influencing Others
come to the VP for guidance and instructions. He invests little time or money into their development, but
they love working for him. Each time a new product comes to them to market he is able to build real
enthusiasm for the process. Joan is a product manager who works for the VP of marketing. She
encourages her product team to interact with customers and suppliers. She constantly tries to make things
work better, even if they aren’t ‘broken.’
Refer to Table 13.3. The VP of marketing’s leadership style is most likely that of a
a) charismatic leader.
b) transformational leader.
c) country club style of leader.
d) contingency style leader.
Answer a
Page 486
82.
Refer to Table 13.3. Joan’s behavior is an example of ___ by a team leader.
a) expanding team capabilities
b) creating a team identity
c) building trust and inspiring teamwork
d) making the most of team differences
Answer c
Page 482
83.
84.
Refer to Table 13.3. Todd is an example of a
a) charismatic leader.
b) transformational leader.
c) country club style of leader.
d) contingency style leader.
Answer b
Page 488
Table 13.4
A professor is working with five teams in his marketing research class. He decides to experiment with
path-goal theory in helping these groups accomplish their off-campus studies. Group A has done a
project for him before. He gets them setting challenging goals and seeks to get them to produce an even
better project this time. With Group B he provides very specific guidelines, sets deadlines, and lays out
the rules of the class and project. He lets Group C manage their own task. He encourages them, works on
building a strong rapport with them, and tries to meet their needs related to the project. By the time he
gets to Group D, he discovers they’re already lost, confused, and a week behind everyone else. He sets a
work schedule for them and provides step-by-step guidelines regarding the project so they won’t get
confused or distracted again.
85.
Refer to Table 13.4. With Group A, the professor is using
a) an instrumental style.
b) a supportive style.
c) a participative style.
d) an achievement-oriented style.
Answer c
Page 495
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Chapter 13 Leadership in Organizations
229
86.
Refer to Table 13.4. With Group B, the professor is using
a) an instrumental style.
b) a supportive style.
c) a participative style.
d) an achievement-oriented style.
Answer a
Page 495
87.
Refer to Table 13.4. With Group D, the professor is using
a) an instrumental style.
b) a supportive style.
c) a participative style.
d) an achievement-oriented style.
Answer a
Page 495
True/False Questions
88.
The primary difference between a leader and a manager is in how they function within an
organization.
Answer T
Page 472
89.
The concept of the "great person" as an example of leadership is the basis for behavioral
leadership theory.
Answer F
Page 473
90.
When we describe leaders in terms of their desire to lead, their cognitive abilities, etc., we
express a trait perspective of leadership.
Answer T
Page 473
91.
In terms of participative versus autocratic leadership behaviors a boss who asks for your input, is
open to ideas, and lets you perform your job your way is more of a delegator than an authocrat.
Answer T
Page 475
92.
A manager who makes decisions without consulting subordinates and supervises their work
closely is an example of a directive democrat style of leader.
Answer F
Page 475
93.
The most applicable style of leadership (usable in the most settings) in terms of the managerial
grid is the high concern with people and high concern with production.
Answer T
Page 479
94.
Team leadership differs from individual leadership in that in team leadership the leader needs to
focus more on training and directing than he/she would with an individual.
Answer F
Page 481
95.
In teams, leaders should work at reducing conflict between individuals to promote cohesiveness.
Answer F
Page 482
96.
In teams, it is important for leaders to relate to members on an individual level.
Answer F
Page 482
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Part 5 - Influencing Others
97.
The leadership theory based on what the leader thinks of follower behavior is attribution theory.
Answer T
Page 484
98.
Charismatic and transformational leaders are both change-oriented styles of leadership.
Answer T
Page 485-486
99.
Charismatic leaders give individual consideration, provide intellectual stimulation, and inspire
action.
Answer F
Page 486-488
100.
Unlike other forms of leadership charismatic leaders are always necessary and this style works
well in almost every situation.
Answer F
Page 487
101.
Transformational leaders will tend to strengthen and challenge their followers where as a
charismatic leader will tend to keep them weak and dependent.
Answer T
Page 488
102.
Benjamin Franklin would best be described as a pragmatic leader, as opposed to a charismatic
leader.
Answer T
Page 488
103.
The contingency leadership theory based on the leader's feelings for the least liked member of
his/her group is the LPC model.
Answer T
Page 491
104.
In LPC leadership theory the leader's relationship with group members, the structure of the task,
and the leader's position power together determine the most effective way to lead.
Answer T
Page 491
105.
Situational leadership adjusts the manager's leadership style based on the goals set by followers
and what is needed to help them achieve those goals.
Answer F
Page 493
106.
If Joan is primarily concerned with the decision-making processes of her subordinates and is
working on choosing the most effective approach to making decisions she is using a path-goal style
of leadership.
Answer F
Page 497
107. Peter is sharing a problem with his subordinates getting their input but making the decision himself.
If we describe this behavior as consultative we are using a normative decision theory to describe
Peter's leadership.
Answer T
Page 497
108. The more skilled and educated one's subordinates, the less leadership is needed.
Answer T
Page 500
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Chapter 13 Leadership in Organizations
231
109. Most people see leadership as more important and more closely linked to organizational
performance than it actual is.
Answer T
Page 501
110.
Executive coaching is a leadership development technique involving a continuous process of
learning and reflection that is supported by colleagues and that emphasizes getting things done.
Answer F
Page 505-507
111.
The first step in the executive coaching process is defining the nature of the coaching
relationship (e.g. what will be done and how).
Answer T
Page 505
Essay Questions
Major essay
112. Discuss leadership trait theory and it implications.
Answer - Also called the great person theory, the idea was that leaders possessed key traits that made
them leaders and that these traits were stable over time and across groups. One could study leaders at
any time in history by looking for these traits. The theory was largely unsubstantiated by research
until recently. Kirpatrick and Locke found a series of traits; drive, honesty, leadership motivation,
self-confidence, cognitive ability, knowledge of the business, creativity, and flexibility, that did seem
to mark people successful in business settings.
Pages 472-473
113. Leadership behavior can be defined by several sets of terms. Discuss and the compare and contrast
an autocratic/permissive perspective and then a people-oriented or production-oriented perspective
on leadership behavior.
Answer - When describing the behavior of leaders, one key variable involves how much influence
they allow subordinates to have over decisions. There are two ways of describing these behaviors.
 The autocractic-delegation continuum model. On the one hand someone who wants to control
everything-that is, someone who made every decision, told people precisely what to do, and
wanted to run the entire show is autocratic. In contrast, someone who allows employees to make
their own decisions? If so, this individual would be described as relying on delegation. Most
people fall in between the extremes. The autocratic-delegation continuum model reasonably
describes the role of leaders in organizational decision making, but it also is regarded as being
overly simplistic. In fact, describing a leader's participation in decision making involves two
separate dimensions.
 The two-dimensional model of subordinate participation. This model describes subordinates'
participation in decisions regarding two dimensions. The autocratic-democratic dimension
characterizes the extent to which leaders permit subordinates to take part in decisions. The
permissive-directive dimension involves the extent to which leaders direct the activities of
subordinates and tell them how to perform their jobs. These two variables yields the four
possible patterns; the directive autocrat, the permissive autocrat, the directive democrat, and the
permissive democrat.
Person-oriented and production-oriented leaders
A large body of research, much of it conducted during the 1950s at the University of Mickigan17 and
Ohio State University suggests leaders differ greatly along these dimensions. Those at the high end
of the first dimension, which is known as initiating structure (or production-oriented), mainly are
concerned with production and primarilyfocus on getting the job done. They engage in actions such
as organizing work, inducing subordinates to follow rules, setting goals, and making the leader and
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232
Part 5 - Influencing Others
subordinate roles explicit. In contrast, other leaders are lower on this dimension, and they show less
tendency to engage in these actions. Leaders at the high end of the second dimension, which is
known as consideration (or person-oriented), primarily focus on establishing good relations with
their subordinates and on being liked by them. They engage in actions such as doing favors for
subordinates, explaining things to them, and assuring their welfare. In contrast, other leaders are low
on this dimension, and they do not really care how well they get along with subordinates.
Pages 475-477
114. Compare and contrast leader-member exchange theory and the attribution approach to leadership.
Answer - In leader-member exchange theory the leader tends to favor members of the ‘in-group’
with more resources, better evaluations, etc. Leaders distinguish between in-groups and out-groups
early on with very little information. Attribution approach refers to the tendency for leaders to
attribute causes to followers’ behavior and then to act on those attributions. Both models depend on
the leader’s perception of the follower. Both deal with external behavior by the follower. LMX is
favoritism or neglect based on prejudice. Attribution is judging causes and determining courses of
action as a result.
Pages 480-481 and 484-486
115. What makes a leader charismatic? What are the dangers of charismatic leadership?
Answer - Charismatic leaders have the ability to affect profound change in people’s beliefs,
attitudes, perceptions and actions, because of five key characteristics. 1) Self-confidence. They are
highly confident of their ability and judgment. 2) Vision. They are able to propose a state of affairs
that is an improvement on current conditions and to help others understand it. 3) Extraordinary
behavior. They are unconventional and will often elicit admiration. 4) Recognized as change agents.
They are able to make things happen and people recognize that. 5) Environmentally sensitivity. They
are highly realistic, they can read the politics of a situation and adapt to it. They know what they can
and can’t do. Dangers: Charismatic leaders can have a dark side, they can exploit their followers.
They do not tend to develop their followers so their followers can become dependent on them.
Pages 486-487
116. Outline contingency theories of leadership.
Answer - There are four main theories; LPC contingency theory, situational leadership, path-goal
theory, and normative decision theory. LPC contingency theory comes from Fiedler. He postulates
that a leader’s contribution to the successful performance of his/her team is determined by his/her
tendency to evaluate in a favorable or unfavorable way the person whom he/she finds it most difficult
to work (Least preferred co-worker). See Figure 13-11, page 492. Situational leadership argues that a
leader should adjust his/her style to meet the maturity of the worker. The leader balances task
behavior and relationship behavior, depending on the willingness and ability of the worker to
perform a given task. See Figure 13-13, page 494. Path-goal theory sees the leader’s task as helping
employees accomplish their goals. The more he/she helps, the more favorable impression workers
have of the leader. There are four styles that vary from high direction to achievement orientation;
instrumental, supportive, participative, and achievement-oriented. See Figure 13.14, Page 496.
Normative decision theory is a decision process for determining how much participation subordinates
should have in a decision. It is used when the quality and acceptance of the decision are very
important. See Table 13.15, page 499.
Pages 490-501
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Chapter 13 Leadership in Organizations
233
Short essay
117. What is leadership?
Answer - Leadership is the process whereby one individual influences group members toward
attaining-defined group or organizational goals. See Figure 13.1 for a summary of the leadership
process.
Leadership involves noncoercive influence. Leadership primarily involves influence--that is, a leader
changes the actions or attitudes of several group members or subordinates. In general, leadership
refers to the use of noncoercive techniques. Leadership influence is goal-directed. It involves the
exercise of influence for a purpose--that is, to attain defined group or organizational goals.
Leadership requires followers. It is a two-way street. Leaders influence subordinates in various ways,
but leaders also are influenced by their subordinates. In fact, it may be said that leadership exists only
in relation to followers.
Pages 471
118. How does leadership in self-managed teams work? How is it different from leadership in other
contexts?
Answer - When most people think of leaders, they think of individuals who make strategic decisions
on behalf of followers, who then are responsible for carrying them these decisions. Due to the move
to self-managed teams, in this context, team leaders may be called on to provide special resources to
groups that are empowered to implement their own missions in their own ways. Some guidelines:
 Instead of directing people, team leaders build trust and inspire teamwork.
 Rather than focusing simply on training individuals, team leaders concentrate on expanding team
capabilities.
 Instead of managing one-on-one, team leaders create a team identity.
 Traditional leaders worked at preventing conflict between individuals, but team leaders make the
most of team differences.
 Unlike traditional leaders who simply react to change, team leaders should foresee and influence
change.
Leading teams is very different from leading individuals in the traditional directive- or even
participative - manner. The special nature of teams makes the leader's job very different.
Page 481-483
119. Compare and contrast a charismatic leader with a transformational leader.
Answer - First, they have a number of similarities; vision, change agents, sensitive to the
environment in which they work, etc. The key difference is that transformational leaders bring about
change and develop their people. Charismatic leaders enthuse but that’s insufficient for real change,
and they may leave their followers dependent on them. Charismatic leadership is subject to abuse and
the domination of followers. By definition transformational leadership is not.
Pages 486-489
120. What are the distinctives of situational leadership that makes it different from other contingency
theories?
Answer - Situational leadership theory also is considered to be a contingency theory, because it
focuses on the best leadership style for a given situation. Hersey and Blanchard, the scientists who
developed this approach, argue that leaders are effective when they select the right leadership style
for the situation they face. Specifically, this depends on the maturity of the followers--that is, on their
readiness to take responsibility for their own behavior. This is based on two variables with which we
already are familiar: task behavior, or the degree to which followers have the appropriate job
knowledge and skills (i.e., their need for guidance and direction); and relationship behavior, or the
degree to which followers are willing to work without taking direction from others (i.e., their need
for emotional support). According to this situational leadership theory, leaders must diagnose the
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234
Part 5 - Influencing Others
situations they face, identify the appropriate behavioral style, and then implement that response.
Because situations may change, leaders must constantly reassess them, paying special attention to
their followers' needs for guidance and emotional support. To the extent they do so, these leaders are
likely to be effective. See Figure 13.13, page 494.
Pages 493-494
121. What is normative decision theory and when would you use it?
Answer - It is a decision process for determining how much participation subordinates should have
in a decision. It is used when the quality and acceptance of the decision are very important.
Pages 495-500
122. What makes leaders superfluous?
Answer - 1) When you have highly knowledgeable, committed, and experienced employees. 2)
When the job is structured so that direction is redundant. 3) When the organizational environment
makes leadership unnecessary.
Pages 500-502
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