Ch15daft7eTB.docx
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Ch15daft7eTB
Chapter15
Leadership
True/FalseQuestions
1.Leadershipoccursamongpeople,involvestheuseofinfluence,andisusedtoattaingoals.
Answer:
TrueLevel:
1Page:
552Type:
F
2.Leadershipisreciprocal.
Answer:
TrueLevel:
1Page:
552Type:
F
3.Influencemeansthattherelationshipamongpeopleispassive.
Answer:
FalseLevel:
2Page:
552Type:
F
4.Recognizingthatsuccessfulleaderssharespecificpersonalcharacteristics,leadershipresearchhasvalidatedLeadershipTraitTheory.
Answer:
FalseLevel:
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553Type:
F
5.Intelligence,verbalability,andhighvaluesarethreedistinguishingpersonalcharacteristicsassociatedwithsuccessfulleaders.
Answer:
TrueLevel:
2Page:
554Type:
F
6.Self-confidence,honestyandintegrity,enthusiasm,andthedesiretolead,areallintelligenceandabilitycomponentsofpersonalcharacteristicsofleaders.
Answer:
FalseLevel:
3Page:
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F
7.OhioStateUniversityresearchersidentifiedtwomajorbehaviorscalledconsiderationandinitiatingstructure.
Answer:
TrueLevel:
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555Type:
F
8.Considerationistheextenttowhichtheleaderistaskorientedanddirectssubordinateworkactivitiestowardgoalattainment.
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FalseLevel:
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9.Initiatingstructureistheextenttowhichtheleaderismindfulofsubordinates,respectstheirideasandfeelings,andestablishesmutualtrust.
Answer:
FalseLevel:
1Page:
556Type:
F
10.OhioState's"high-high"styleisnotalwaysthebest,accordingtonewresearch.
Answer:
TrueLevel:
2Page:
556Type:
F
11.Theleaderhsipgridsuggestsatwo-dimensionalleadershiptheorythatmeasuresaleader'sconcernforpeopleandconcernforproduction.
Answer:
TrueLevel:
3Page:
556Type:
F
12.Job-centeredleadersarethoseleadersthatestablishhighperformancegoalsanddisplaysupportivebehaviortowardsubordinates.
Answer:
FalseLevel:
2Page:
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13.Thecountryclubmanagementstyle（1,9）stresseshighserviceandconcernforguestsorcustomers,sometimestothedetrimentofemployeesofthefirm.
Answer:
FalseLevel:
3Page:
557Type:
F
14.Tomatchtheleader'sstylewiththesituationbychangingfactorsinthesituationtoachievethebestmatchisthebasicideawithFiedler'scontingencytheory.
Answer:
TrueLevel:
2Page:
558Type:
F
15.AccordingtoFiedler,leader-memberrelations,taskstructureandtaskconsiderationarethethreefactorsthatcombinetodeterminetheleadershipsituation.
Answer:
FalseLevel:
2Page:
559Type:
F
16.TaskStructurereferstotheextenttowhichtheleaderhasformalauthorityoversubordinates.
Answer:
FalseLevel:
2Page:
559Type:
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17.AccordingtoFiedler,thetask-orientedleaderexcelsinthefavorablesituationwhereasrelationship-orientedleadersaremosteffectiveinsituationsofmoderatefavorability.
Answer:
TrueLevel:
2Page:
560Type:
F
18.HerseyandBlanchard'ssituationaltheoryfocusesagreatdealofattentiononthecharacteristicsofemployeesindeterminingappropriateleadershipbehavior.
Answer:
TrueLevel:
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19.SituationaltheorymodeliseasiertounderstandthanFiedler’smodel,butitincorporatesonlythecharacteristicsoffollowers,notthoseofthesituation.
Answer:
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F
20.AccordingtoHerseyandBlanchard,thetellingstyleisappropriateforfollowerswithmoderatereadiness.
Answer:
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21.Theleadercanincreaseemployeemotivation,accordingtothePath-Goaltheory,byeither
（1）clarifyingtheemployee'spathtoaccomplishgoals,or
（2）maximizingthevalueoftherewardsavailabletosuccessfulemployees.
Answer:
TrueLevel:
2Page:
564Type:
F
22.Ifsomeonebelievesintellingtheirsubordinatesexactlywhattheyaresupposedtodo,thentheyareexercisingasupportiveleaderbehavior,accordingtothePath-Goaltheory.
Answer:
FalseLevel:
2Page:
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23.Theworkenvironmentcontingencies,accordingtothePath-Goaltheory,includethedegreeoftaskstructure,thenatureoftheformalauthoritysystem,andtheworkgroupitself.
Answer:
TrueLevel:
1Page:
565Type:
F
24.Asubstitutecounteractstheleadershipstyleandpreventstheleaderfromdisplayingcertainbehaviors.
Answer:
FalseLevel:
2Page:
567Type:
F
25.Aneutralizerisasituationalvariablethatcounteractsaleadershipstyleandpreventstheleaderfromdisplayingcertainbehaviors.
Answer:
FalseLevel:
2Page:
567Type:
F
26.Atransactionalleaderisaninspirationalleaderwhohastheabilitytomotivatesubordinates,throughpersonaltransactions,totranscendtheirnormalperformance.
Answer:
FalseLevel:
2Page:
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F
27.Atransformationalleaderisaleaderdistinguishedbyaspecialabilitytobringaboutinnovationandchange.
Answer:
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28.Thepotentialabilitytoinfluencethebehavioranddecisionsofotherpeopleispower.
Answer:
TrueLevel:
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571Type:
F
29.Mechanisticpowerisoneofthefivesourcesofpower.
Answer:
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30.Legitimate,reward,andexpertpowersareallformsofpositionpower.
Answer:
FalseLevel:
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F
31.Thetypeofpowerthatresultsfromtheleader'slegitimateauthority,baseduponhisorherpositionwithintheorganization,iscalledcoercivepower.
Answer:
FalseLevel:
2Page:
572Type:
F
32.WhenBobshoutsatTarainpublicfornotfinishingherworkandsuspendsherfortwodays,heisusinghiscoercivepower.
Answer:
TrueLevel:
2Page:
572Type:
A
33.Thepowersmostlikelytogenerateresistancefromemployeesarelegitimateandrewardpowers.
Answer:
FalseLevel:
2Page:
572Type:
F
34.Twotypesofpersonalpowersareexpertandrewardpowers.
Answer:
FalseLevel:
1Page:
572Type:
F
35.Referentpoweristhetypeofpowerthatresultsfrompoliticalreferrals.
Answer:
FalseLevel:
1Page:
573Type:
F
36.Empoweringemployeesworksbecausetotalpowerintheorganizationseemstoincrease.
Answer:
TrueLevel:
2Page:
573Type:
F
37.Giventhateveryonehasmoresayandittakesmoretime,empoweringemployeeshasbeenondeclineincorporateAmerica.
Answer:
FalseLevel:
2Page:
573Type:
F
38.Aservantleaderisaleaderwhoworkstofulfillsubordinatesneedsandgoalsaswellastoachievetheorganization’slargermission.
Answer:
TrueLevel:
1Page:
574Type:
F
MultipleChoiceQuestions
1.Theabilitytoinfluencepeopletowardtheattainmentoforganizationalgoalsisknownas
a.motivation.
b.leadership.
c.persuasion.
d.commitment.
e.organizationalcitizenship.
Answer:
bLevel:
1Page:
552Type:
F
2.AllofthefollowingareessentialpartsofanydefinitionofleadershipEXCEPT
a.influence.
b.people.
c.goals.
d.coercivepower.
e.aandbonly.
Answer:
dLevel:
1Page:
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F
3.Leadershipisreciprocal,accordingtoyourtext.Thismeans
a.itisdynamic.
b.itisaproblem-solvingactivity.
c.itoccursbetweenpeople.
d.redundant.
e.italwayscreatesconflict.
Answer:
cLevel:
2Page:
552Type:
F
4.Rajhastheabilitytoconvinceotherstoworktowardorganizationalobjectives.Thisabilityisknownas
a.motivation.
b.leadership.
c.commitment.
d.aconceptualskill.
e.personalagenda.
Answer:
bLevel:
2Page:
552Type:
A
5.Thedistinguishingpersonalcharacteristicsofaleaderareknownas
a.traits.
b.sourcesofpower.
c.leadershipstyles.
d.leadershipbehaviors.
e.personalpreferences.
Answer:
aLevel:
1Page:
553Type:
F
6.Theearlyresearchonleadershiptraitswasreferredtoasthe
a.contingencytheoryofleadership.
b.path-goaltheoryofleadership.
c.greatmanapproach.
d.situationaltheoryofleadership.
e.behavioralapproach.
Answer:
cLevel:
2Page:
553Type:
F
7.Ingeneral,researchhasfoundarelationshipbetweenpersonaltraitsandleadersuccess.
a.strong
b.weak
c.positive
d.negative
e.inverse
Answer:
bLevel:
2Page:
553Type:
F
8.Recently,CollieCarewasattemptingtohireamiddlemanager.Theywerelookingforanintelligent,active,andcreativeindividual.WhichapproachtoleadershipwasCollieusing?
a.Thecontingencyapproach
b.Thesituationalapproach
c.Thetraitapproach
d.Thebehavioralapproach
e.Thesubstituteapproach
Answer:
cLevel:
2Page:
553Type:
A
9.Whichofthefollowingcharacteristicsofleadershavebeenstudied?
a.Personalitytraits
b.Physicaltraits
c.Socialtraits
d.Work-relatedtraits
e.Alloftheabove
Answer:
eLevel:
2Page:
553Type:
F
10.TheeffectivenessandappropriatenessofasetofleadertraitsdependsonalloftheseEXCEPT
a.theorganization.
b.thesubordinate.
c.theleader.
d.thecompetitors..
e.bandconly.
Answer:
dLevel:
3Page:
554Type:
F
11.Self-confidence,honestyandintegrity,andthedesiretolead,areallcomponentsofwhichpersonalcharacteristicofleaders?
a.Physicalcharacteristics
b.IntelligenceandAbility
c.Personality
d.SocialCharacteristics
e.SocialBackground
Answer:
cLevel:
2Page:
554Type:
F
12.JanelleJenkinsatCompuSyncshowvastknowledge,intelligence,cognitiveability,andkeendecisiveness.Whichpersonalcharacteristicofleadershipissheshowing?
a.Physicalcharacteristics
b.IntelligenceandAbility
c.Personality
d.SocialCharacteristics
e.SocialBackground
Answer:
cLevel:
2Page:
554Type:
A
13.ResearchersattheOhioStateUniversityidentifiedtwomajorbehaviorscalled
a.commitmentandconsideration.
b.commitmentandin
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