Chapter 15--LeadershipStudent: ___________________________________________________________________________

1. Leadership occurs among people, involves the use of influence, and is used to attain goals. True False

2. Influence means that the relationship among people is passive. True False

3. The highest level in a hierarchy of manager capabilities refers to level 5 leadership. True False

4. Interactive leadership means that the leader favors a consensual and collaborative process, and influence derives from relationships rather than position power and formal authority. True False

5. Values associated with interactive leadership include personal confidence, exclusion, and independence. True False

6. Within a single individual, management and leadership reflect the same sets of qualities and skills that frequently overlap. True False

7. Good leadership is needed to help the organization meet current commitments, while good management is needed to move the organization in the future. True False

8. Authentic leadership refers to individuals who know and understand themselves, act consistently with high ethical values, and empower others. True False

9. A leader who works to fulfill subordinates’ needs and goals as well as to achieve the organization's larger mission is called a servant leader. True False

10.

In a recent study, it was found that men were more capable of motivating others and producing high-quality work than women. True False

1

11.

A situation would be considered highly favorable to the leader when tasks are highly unstructured and the leader has little formal authority. True False

12.

Personal power, innovation, and nurturing are consistently viewed as manager qualities rather than leader qualities. True False

13.

Three distinguishing personal characteristics associated with successful leaders are intelligence, honesty, and self-confidence. True False

14.

Self-confidence, honesty and integrity, enthusiasm, and the desire to lead, are all intelligence and ability components of personal characteristics of leaders. True False

15.

Ohio State University researchers identified two major behaviors called consideration and initiating structure. True False

16.

Consideration is the extent to which the leader is task oriented and directs subordinate work activities toward goal attainment. True False

17.

The extent to which the leader is mindful of subordinates, respects their ideas and feelings, and establishes mutual trust refers to initiating structure. True False

18.

Job-centered leaders are those leaders that establish high performance goals and display supportive behavior toward subordinates. True False

19.

The leadership grid suggests a two-dimensional leadership theory that measures a leader's concern for people and concern for production. True False

20.

The country club management style (1,9) stresses high service and concern for guests or customers, sometimes to the detriment of employees of the firm. True False

2

21.

Hersey and Blanchard's situational theory focuses a great deal of attention on the characteristics of employees in determining appropriate leadership behavior. True False

22.

Situational theory model focuses a great deal on the characteristics of followers, not those of the situation. True False

23.

The telling style, according to Hersey and Blanchard, is appropriate for followers with moderate readiness. True False

24.

Matching the leader's style with the situation by changing factors in the situation to achieve the best match is the basic idea with Fiedler's contingency theory. True False

25.

Task Structure refers to the extent to which the leader has formal authority over subordinates. True False

26.

The task-oriented leader, according to Fiedler, excels in the favorable situation whereas relationship-oriented leaders are most effective in situations of moderate favorability. True False

27.

A substitute counteracts the leadership style and prevents the leader from displaying certain behaviors. True False

A situational variable that counteracts a leadership style and prevents the leader from displaying certain behaviors is called a neutralizer. True False

The relationship-oriented leader performs better in situations of intermediate favorability because human relations skills are important in achieving high group performance. True False

An inspirational leader who has the ability to motivate subordinates, through personal transactions, to transcend their normal performance refers to a transactional leader. True False

The charismatic leader has the ability to motivate subordinates to transcend their expected performance. True False

3

Charismatic leaders typically have a strong vision for the future and they can motivate others to help realize it. True False

A transformational leader is a leader distinguished by a special ability to bring about innovation and change. True False

Transformational leaders are hardworking, tolerant, and fair-minded, but are not as capable of leading change as are transactional leaders. True False

The pragmatic survivor is a follower who participates actively in the organization but does not use critical thinking skills. True False

The alienated follower is a person who is an independent, critical thinker but is passive in the organization. True False

An active follower is characterized by a need for constant supervision. True False

Power is the potential ability to influence the behavior and decisions of other people. True False

The type of power that results from the leader's legitimate authority, based upon his or her position within the organization, is called coercive power. True False

The effective follower exhibits neither critical, independent thinking nor active participation. True False

Influence is the effect a person's actions have on the attitudes, values, beliefs, or behavior of others. True False

Legitimate, reward, and expert powers are all forms of position power. True False

4

When Lonnie shouts at Kerry in public for not finishing her work and suspends her for two days, he is using his coercive power. True False

Two types of personal powers are expert and reward powers. True False

The type of power that results from political referrals is referent power. True False

Rational persuasion is one interpersonal influence tactic available for leaders. True False

Use of rational persuasion and making use of higher authority are two commonly used influence tactics. True False

People who are entangled in a network of relationships have less power. True False

Effective leaders develop networks of allies; people who can help the leader accomplish his or her goals. True False

_____ is the potential ability to influence the behavior of others. ________________________________________

Power coming from a formal management position in an organization and the authority granted to it is called _____. ________________________________________

Power that results from the authority to reward others is called _____. ________________________________________

Power that stems from the authority to punish or recommend punishment is called _____. ________________________________________

Power resulting from a leader's special knowledge or skill regarding the tasks performed by followers is referred to as _____. ________________________________________

5

Power that results from characteristics that command subordinates' identification with, respect and admiration for and desire to emulate the leader is called _____. ________________________________________

List the two dimensions used in Blake and Mouton's Leadership Grid.

List the two types of personal power.

What is the basic difference between consideration behavior and initiating structure behavior?

Describe the three situational elements under Fiedler's Contingency Theory that can be described as either favorable or unfavorable.

6

What three factors combine to create the situation in Fiedler's Leadership Contingency Theory? Explain each.

Differentiate between a substitute and a neutralizer.

Distinguish between charismatic and transformational leadership.

Describe the five bases of power typical in organizations.

Describe the six interpersonal influence tactics for leaders.

7

At work, Sue Ellen favors a consensual and collaborative process, where influence derives from relationships rather than positions of power and formal authority. As such, she can best be viewed as what type of leader? A. Leve

l 5B.

Servant

C.

Authentic

D.

Transformational

E.

Interactive

All of the following are leadership qualities EXCEPT: A. visi

onary.

B.

innovative.

C promotes change.

D.

structured.

E.

nurtures.

Which of the following is NOT a manager quality? A. Mainta

ins stability

B. OrganizesC. AnalyzesD. RationalE.

Personal power

8

The distinguishing personal characteristics of a leader are known as: A. traits.B.

sources of power.

C.

leadership styles.

D.

leadership behaviors.

E.

personal preferences.

The early research on leadership traits was referred to as the: A. contingen

cy theory of leadership.

B.

path-goal theory of leadership.

C.

great man approach.

D.

situational theory of leadership.

E.

behavioral approach.

In general, research has found a(n) _____ relationship between personal traits and leader success. A. str

ong

B.

weak

C.

positive

D.

negative

E.

inverse

9

Recently, Beagle Boutique was attempting to hire a middle manager. They were looking for an intelligent, active, and creative individual. Which approach to leadership was Beagle using? A. The

contingency approach

B.

The situational approach

C.

The trait approach

D.

The behavioral approach

E.

The substitute approach

Which of the following characteristics of leaders have been studied? A. Pers

onality traits

B.

Physical traits

C.

Social traits

D.

Work-related traits

E.

all of these

Self-confidence, honesty and integrity, and the desire to lead, are all components of which personal characteristic of leaders? A. Physical

characteristics

B.

Intelligence and Ability

C. PersonalityD.

Social Characteristics

E.

Social Background

10

Colleen Farney at TeleTech shows vast knowledge, intelligence, cognitive ability, and keen decisiveness. Which personal characteristic of leadership is she showing? A. Physical

characteristics

B.

Intelligence and Ability

C. PersonalityD.

Social Characteristics

E.

Social Background

Researchers at the Ohio State University identified two major behaviors called: A. commitment and

consideration.B. commitment and initiation.C.

consideration and initiating structure.

D.

initiating structure and commitment.

E.

consideration and concern for people.

Wilson is viewed by his boss as driven, tenacious, and hardworking in the pursuit of his goals. These characteristics fit within which category? A. Physical

characteristics

B.

Intelligence and ability

C.

Work-related characteristics

D.

Social background

E.

Social characteristics

11

Megan is a manager at Botell International. She is very friendly and extremely respectful of her subordinate's welfare. She can be described as: A. high in

initiating structure.

B.

low in initiating structure.

C.

high in consideration.

D. a team leader.E.

task-oriented manager.

Which of the following is consistent with initiating structure? A. Task oriented

behaviorB. Open communicationC. Teamwork orientedD.

People oriented behavior

E.

Country-club management style

_____ are natural talents and abilities that have been supported and reinforced with learned knowledge and skills and provide each individual with his or her best tools for accomplishment and satisfaction. A. StrengthsB. TraitsC. CharacteristicsD. AbilitiesE.

Leadership tendencies

The Michigan researchers used the term _____ for leaders who established high performance goals and displayed supportive behavior toward subordinates. A. job-centered

leadersB.

employee-centered leaders

C. initiating structureD. considerationE.

impoverished management

12

The less effective leaders, in the University of Michigan studies, were called: A. job-centered

leaders.B.

employee-centered leaders.

C. initiating structure.D. consideration.E.

impoverished management.

_____ and _____ proposed a two dimensional leadership theory called the Managerial Grid. A. Blake;

Mouton

B.

Hersey; Blanchard

C.

Vroom; Yetton

D.

Tannenbaum; Schmidt

E.

Evans; House

The recommended management style from the leadership grid is _____. A.

1,9

B.

9,1

C.

5,5

D.

1,1

E.

9,9

13

Which of these, according to the leadership grid, is a 1,9 management style? A. Team

Management

B.

Country Club Management

C.

Middle of the Road Management

D.

Impoverished Management

E.

Authority-Compliance

_____ reflects a moderate amount of concern for both people and production. A. Team

Management

B.

Country Club Management

C.

Middle of the Road Management

D.

Impoverished Management

E.

Authority-Compliance

According to the Leadership Grid, which of the following occurs when efficiency in operations is the dominant orientation? A. Team

Management

B.

Country Club Management

C.

Middle of the Road Management

D.

Impoverished Management

E.

Authority-Compliance

14

The Leadership Grid used the two leader behaviors which were called: A. employee-centered

and job centered.B.

consideration and initiating structure.

C.

concern for people and concern for production.

D.

relationship-oriented and task-oriented.

E.

employee-oriented and relationship oriented.

According to the leadership grid, _____ means the absence of a management philosophy, where managers exert little effort toward interpersonal relationships or work accomplishment. A. solitary

managementB.

middle-of-the-road management

C.

low-road management

D.

authority-compliance management

E.

impoverished management

15

Sandra views herself as a tough but fair supervisor. She gives explicit directions to her subordinates about how tasks should be accomplished, but is not always approachable when they come to her with questions. Her employees sometimes feel that she is too gruff and impersonal. Which category on the situational leadership grid does Sandra fit into? A. Follo

wing style

B.

Delegating style

C.

Participating style

D.

Telling style

E.

Selling style

The key assumption of Hersey and Blanchard's situational theory is that subordinates vary in their: A. readi

ness level.

B.

satisfaction level.

C level of commitment.

D.

level of security.

E.

all of these.

16

Hersey and Blanchard are responsible for which theory? A. Theo

ry of leadership

B.

ERG Theory

C.

Situational theory

D Contingency theory

E.

Leadership

Which of the following is a model of leadership that describes the relationship between leadership styles and specific organizational situations? A. Conti

ngency approach

B.

Behavioral approach

C.

Trait approach

D Organizational approach

E.

None of these

17

According to the situational theory of Hersey and Blanchard, which of the following leader styles matches up best with low readiness subordinates? A. Deleg

ating style

B.

Selling style

C.

Telling style

D.

Participating style

E.

None of these

Ryan is a manager at Steve's Stoneworks, Inc. Hersey and Blanchard would consider most of his subordinates highly ready. Based on this, which of the following leadership styles is best for Ryan? A. Par

ticipating

B.

Delegating

C.

Selling

D.

Telling

E.

Forcing

_____ works best for employees with moderate readiness, according to Hersey and Blanchard. A. Selling

and tellingB.

Telling and participating

C.

Selling and participating

D.

Telling and delegating

E.

Selling and delegating

18

Two leadership styles used by Fiedler in his contingency theory were: A. employee-centered

and job-centered.B.

consideration and initiating structure.

C.

concern for people and concern for production.

D.

relationship-oriented and task-oriented.

E.

employee-oriented and relations-oriented.

Fiedler used all of the following to describe how leaders fit the situation EXCEPT: A. leader-member relations.B. task structure.C. personal power.D. leader position power.E.

all of these were used by Fiedler to describe the situation.

In situations of _____, according to Fiedler, relationship-oriented leaders are more effective. A. high

favorability

B.

moderate favorability

C.

high unfavorability

D.

no favorability

E.

none of these

19

Which of the following refers to group atmosphere and members' attitude toward and acceptance of the leader? A. Task

structureB. Leader relationsC. ContingencyD. Position powerE.

Leader-member relations

According to MANAGER'S SHOPTALK in Chapter 15, when delegating leaders do all of the following EXCEPT: A. delegate the

whole task.B. maintain feedback.C.

give thorough instructions.

D.

work alone to accomplish important tasks.

E.

evaluate and reward performance.

A _____ is a situational variable that makes a leadership style unnecessary or redundant. A. neutral

izerB. substituteC.

contingency

D.

transaction

E.

transformation

20

Ahmad is a new manager at AJ Homes Company. He has absolutely no experience as a manager nor does he know the technology of his department well. These two factors prevent Ahmad from directing his workforce. This is an example of _____ impacting leadership styles and behaviors. A. substit

utesB.

neutralizers

C.

contingencies

D.

citizenship

E.

transformation

Which of the following types of leader is one who has the ability to motivate subordinates to transcend their expected performance? A. Tr

ansactional

B Charismatic

C Traditional

D.

Supportive

E.

Team

21

Marion is a great manager and he has a number of special skills. In particular, Marion has the ability to get his subordinates to do more than would be normally expected. Which of the following terms best describes Marion? A. Transactiona

l leaderB. Supportive leaderC. Charismatic leaderD.

People-oriented leader

E.

Production-oriented leader

“A fire that ignites followers” is used to describe which leadership characteristic? A. Visi

onB.

Charisma

C.

Service

D.

Tenacity

E.

Authority

Charismatic leaders are often _____ than transactional leaders. A. less

emotional

B.

more predictable

C.

less predictable

D.

more directive

E.

none of these

22

Some of the key characteristics associated with charismatic leaders include: A. vision

ary skills.

B.

communication skills.

C.

motivation skills.

D.

all of these.

E.

none of these.

Andy’s subordinates say that they love working for Andy because he inspires them to not only believe in the organization but to believe in their own potential as well. Based on this example, Andy can best be described as what type of leader? A. Tran

sformational

B.

Servant

C.

Authentic

D.

Transactional

E.

Interactive

The _____ leader is distinguished by his/her ability to bring about organizational change. A. transforma

tionalB. participativeC. charismaticD.

achievement-oriented

E.

people-oriented leader

23

Which type of leader clarifies the role and task requirements of subordinates? A. Tr

ansactional

B Charismatic

CTransformational

D.

Supportive

E.

Team

Which of the following is a passive, independent, critical thinker? A. Conform

istB.

Passive follower

C.

Pragmatic survivor

D.

Effective follower

E.

Alienated follower

Which of the following is a follower who participates actively in the organization but does not use critical thinking skills? A. Passive

followerB.

Effective follower

C.

Alienated follower

D. ConformistE.

Pragmatic survivor

24

One of Ruby’s few flaws is that she does not consider possibilities beyond what she is told, accepting her supervisor’s ideas without thinking. She can best be described as what type of thinker? A. Tra

nsformational

B.

Servant

C.

Uncritical

Transactional

E.

Critical

Which of these is the potential ability to influence the behavior of others? A. Lead

ership

B.

Management

C. PowerD.

Control

E.

Motivation

_____ power comes from organizational structure and promotes stability, order, and problem solving within the structure. A. Mo

tivation

B.

Position

C.

Leadership

D.

Control

E.

Referent

25

_____ power comes from personal sources that are not as invested in the organization, such as personal interests, goals, and values. A. Mot

ivation

B.

Management

C.

Personal

D.

Control

E.

Positional

Which of the following is the power coming from a formal management position in the organization? A. Refer

ent power

B.

Coercive power

C.

Reward power

D.

Legitimate power

E.

Expert power

Ian does not have much of a relationship with his subordinates. They feel obligated to do as he says because he's the boss. This is an example of: A. refere

nt power.

B.

legitimate power.

C.

coercive power.

D.

reward power.

E.

expert power.

26

Candice uses praise, letters of support, and pats on the back as ways of influencing her subordinate's behaviors. All of these actions are highly valued by the work group. This is an example of: A. coerci

ve power.

B.

legitimate power.

C.

reward power.

D.

expert power.

E.

referent power.

_____ power is based in the ability of the leader to do such things as recommend promotions. A. Co

ercive

B.

Expert

C.

Reward

D.

Referent

E.

Personal

Which of the following types of power is vested in the manager's ability to punish employees? A. Co

ercive

B.

Reward

C.

Expert

D.

Referent

E.

Personal

27

Beth, a middle manager at Heather's Handbags, uses threats and punishments as ways of influencing the behavior of his subordinates. Which of the following sources of power is Beth relying on? A. Rewar

d power

B.

Coercive power

C.

Expert power

D.

Referent power

E.

Personal power

Which of the following types of power stems from a leader's special knowledge? A. Rewar

d power

B.

Referent power

C.

Legitimate power

D.

Coercive power

E.

None of these

Referent power depends on the leader's: A. formal

title.B position in

the hierarchy.C.

personal characteristics.

D. salary.E.

reward power.

28

All of the following are essential parts of any definition of leadership EXCEPT: A. influence.B. people.C. goals.D. coercive power.E.

influence and people only.

Peter has the ability to convince others to work toward organizational objectives. This ability is known as _____. A. motivat

ionB. leadershipC.

commitment

D.

a conceptual skill

E.

personal agenda

Which of the following is the most frequently used and a highly effective influence strategy? A. Using

rational persuasion

B.

Rewarding desired behaviors

C Relying on the rule of reciprocity

D.

Making people like you

E.

Developing allies

29

When leaders influence others through the exchange of benefits or favors, which influence tactic is being used? A. Develop

alliesB.

Use rational persuasion

C.

Make people like you

D.

Rule of reciprocity

E.

Reward behaviors

The six interpersonal influence tactics for leaders include all of the following EXCEPT: A. use rational

persuasion.B.

rely on the rule of reciprocity.

C. develop allies.D.

do not worry about people liking you.

E.

reward the behaviors you want.

All of the following are interpersonal influence tactics EXCEPT: A. reward the

behaviors you want.

B. develop allies.C.

rely on the rule of demand.

D.

make use of higher authority.

E.

ask for what you want.

30

Scenario - Barry Bailey

The mandatory leadership-training seminar had just been concluded. All of the newly promoted managers at Marc's Music, Inc. had been asked to attend and participate in the two-day seminar, and Barry Bailey had been fascinated with what she had learned. She is now reviewing the material she covered.

Barry will develop strong skills in working with her people and also strong ability in accomplishing the task achieving the goals of Marc's Music. On the managerial grid, her style will be:a. 1,1.b. 9,9.c. 9,1.d. 1,9.e. 5,5.

31

Scenario - Barry Bailey

The mandatory leadership-training seminar had just been concluded. All of the newly promoted managers at Marc's Music, Inc. had been asked to attend and participate in the two-day seminar, and Barry Bailey had been fascinated with what she had learned. She is now reviewing the material she covered.

Barry recognizes that her power can come from five sources, including all of the following EXCEPT:a. referent power.b. reward power.c. coercive power.d. mechanistic power.e. All of the sources of power.

Barry learns of a recent study on gender differences in leadership behaviors. In which area of leadership do women score more highly than men?a. Motivating othersb. Fostering communicationc. Producing high-quality workd. Listening to otherse. All of the above

32

To become a level 5 leader, Barry would have to hone which personal characteristic? a. Humilityb. Tenacityc. Ruthlessnessd. Drivee. Ego

The ability to influence people toward the attainment of goals is known as _____. ________________________________________

_____ leadership transcends self interest to serve others and the organization. ________________________________________

In _____, the leader favors a consensual and collaborative process, and influence derives from relationships rather than position power and formal authority. ________________________________________

_____ are the distinguishing personal characteristics of a leader, such as intelligence, values, and appearance. ________________________________________

_____ is the extent to which the leader is mindful of subordinates, respects their ideas and feelings, and establishes mutual trust. ________________________________________

_____ is the extent to which the leader is task oriented and directs subordinates’ work activities toward goal attainment. ________________________________________

_____, according to the Leadership Grid, occurs when efficiency in operations is the dominant orientation. ________________________________________

33

A model of leadership that describes the relationship between leadership styles and specific organizational situations is called a(n) _____ approach. ________________________________________

According to Hersey and Blanchard, _____ and _____ works best for employees with moderate readiness. ________________________________________

A contingency approach to leadership that links the leader's behavioral style with the task readiness of subordinates is called the _____. ________________________________________

A(n) _____ for leadership makes the leadership style unnecessary or redundant. ________________________________________

A situational variable that counteracts a leadership style is known as a(n) _____. ________________________________________

_____ clarify the role and task requirements of subordinates, initiate structure, provide appropriate rewards, and try to be considerate to and meet the social needs of subordinates. ________________________________________

The _____ has the ability to inspire and motivate people to do more than they would normally do, despite obstacles and personal sacrifice. ________________________________________

A(n) _____ leader is distinguished by a special ability to bring about innovation and change. ________________________________________

34

Chapter 15--Leadership Key

1. TRUE 2. FALSE 3. TRUE 4. TRUE 5. FALSE 6. FALSE 7. FALSE 8. TRUE 9. TRUE 10. FALSE 11. FALSE 12. FALSE 13. TRUE 14. FALSE 15. TRUE 16. FALSE 17. FALSE 18. FALSE 19. TRUE 20. FALSE 21. TRUE 22. TRUE 23. FALSE 24. TRUE 25. FALSE 26. TRUE 27. FALSE TRUE TRUE FALSE

35

TRUE TRUE TRUE FALSE FALSE TRUE FALSE TRUE FALSE FALSE TRUE FALSE TRUE FALSE FALSE TRUE TRUE FALSE TRUE Power legitimate power reward power coercive power expert power referent power The two dimensions are concern for people and concern for production. Expert power and referent power. The difference between these two major leadership behaviors is their focus. The focus of consideration behavior is people, with the leader being mindful of subordinates, respecting their ideas and feelings, and building trust. Initiating structure has a task orientation, with the leader directing subordinate work activities toward goal attainment, giving instructions, planning, and scheduling. Leader-member relations refers to group atmosphere and members' attitude toward and acceptance of the leader. Task structure refers to the extent to which tasks performed by the group are defined. Position power is the extent to which the leader has formal authority over subordinated. The three factors are leader-member relations, task structure, and position power. A substitute is a situational variable that makes a leadership style unnecessary or redundant. A neutralizer is a situational variable that counteracts a leadership style and prevents the leader from displaying certain behaviors.

36

A charismatic leader has the ability to motivate subordinates to transcend their expected performance. Vision, value, and trust mark their impact. They tend to have an emotional impact on followers. Transformational leaders are distinguished from charismatic leaders by their special ability to bring about innovation and change. They usually emerge to take an organization through a major strategic change, focusing on the intangible qualities that facilitate the change process. The five bases of power are legitimate, reward, coercive, expert, and referent. 1. Use rational persuasion.2. Help people like you.3. Rely on the rule of reciprocity.4. Develop allies.5. Be assertive--ask for what you want.6. Make use of higher authority.

E D E A C B C E C C C C C A A B A A E B C E C E D

37

A C A C B C D C B E D B B B C B C D A A A E D C C B C D B C C A B E

38

C D B A D D C b d e a leadership Servant interactive leadership Traits Consideration Initiating structure Authority-Compliance contingency approach selling; participating or participating; selling situational theory substitute neutralizer Transactional leaders charismatic leader transformational

39