CHAPTER 11 – LEADERSHIP
1. John Kotter, of Harvard Business School argues “managers promote ________ while leaders press for ________.”
a. Stability; change
2. John is very effective at acting within the established culture of the organization, and gets a lot done with this approach. John
3. Ron always seems to be challenging the status quo and looks to create change whenever he feels that it is needed, and that is
often. Ron is exhibiting
4. Acts that activate change in others congruent with the long-term objectives of the organization are known as
5. A person who relies on control strategies to get things done by subordinates is called a
6. Emery’s best skills revolve around day-to-day caretaker activities that involve maintaining and allocating resources. He is
7. Which of the following is characteristic of a manager?
a. Administers subsystems within an organization
8. Steve is greatly admired in his organization, as he is an innovative thinker in the way he approaches problems he encounters in
his role; Steve always asks the questions “how does this align with our goals and how can we get there?” He rarely concerns
himself with “how do we usually handle a problem like this?” He is exhibiting
9. Which of the following did the Ohio State studies identify as the dimensions by which managers can be characterized?
a. The dimensions found were consideration and initiating structure
10. If trait research had been successful, we would ________, whereas if behavioural studies were correct, we would ________.
a. Select the right person for the job; train leaders
11. Which of the following statements is inconsistent with successful leadership behaviour patterns?
a. Effective leaders are more concerned with the people they lead than about getting the job
12. If leadership behavioural theories are correct, then
a. Leadership can be learned
13. According to the Ohio State studies, the extent to which a leader is likely to define and structure his or her role and those of
subordinates in the search for goal attainment is called
a. Initiating structure
14. According to the Ohio State studies, the extent to which a leader’s behaviour is directed toward getting the job done is called
a. Initiating structure
15. According to the Ohio State studies, the extent to which a leader shares mutual trust and respect for his or her employees is
referred to as a. consideration
16. The University of Michigan studies identified which characteristic with effective performance as a leader?
a. Employee orientation
17. The University of Michigan studies identify leaders who emphasize interpersonal relations as
18. The University of Michigan studies define which leader as one who takes personal interest in the needs of his or her
19. The followers of leaders who are high in people orientation
a. Are more motivated
20. Leaders who are high in task orientation
a. Have higher productivity
21. Research findings indicate that when a task is satisfying to an employee there is less need for a leader to be ________.
22. Research findings indicate that when an employee has a clear understanding of how to perform a task and reach a goal a
________ leader will increase employee satisfaction.
23. According to research, in which situation will task-oriented leadership style give the best employee performance?
a. Task is interesting to the employee
24. According to research, in which situation will people-oriented leadership style give the best employee satisfaction?
a. Task is interesting to the employee
25. Leadership incompetence in organizations may be because
a. Many managers are promoted from jobs that didn’t have a leadership role, to a job that has a leadership role
26. What theories propose leadership effectiveness is dependent on the situation?
a. Contingency theories
27. Path-goal theory identifies which leader as necessary for situations where the employees must “buy-in” and internalize the
decision in order to be motivated in the task?
a. Participative leader
28. Path-goal theory identifies which leader as necessary for situations where the employees have ambiguous tasks? a. directive
a. Directive leader
29. What theory proposes effective leaders adapt their leadership style according to how willing and able a follower is to perform
a. A situational leadership model
30. Your supervisor has been studying leadership and has described so many theories to you that you are really confused. You ask
her to explain the similarities of the many theories so that you can understand the relationship between them. What other term
might be used to describe the concept of “task” in behavioural and contingency leadership theories? a. Initiating structure
31. Your supervisor has been studying leadership and has described so many theories to you that you are really confused. You ask
her to explain the similarities of the many theories so that you can understand the relationship between them. What other terms
might be used to describe the concept of “people” in behavioural and contingency leadership theories?
a. Consideration, employee-oriented, and participating
32. Your supervisor has been studying leadership and has described so many theories to you that you are really confused. You ask
her to explain the similarities of the many theories so that you can understand the relationship between them. Leadership
theorists seem to agree that
a. There appear to be two dimensions of leadership – task and people
33. The leadership model that integrates the expectancy model of motivation with the Ohio State University leadership research is
34. The leadership behaviours identified by the path-goal theory are
a. Supportive, directive, participative, achievement-oriented
35. According to the path-goal theory, an approach focused on providing specific guidance and establishing work schedules and
rules is referred to as
36. According to the path-goal theory, a leader who consults with employees and uses their suggestions before making a decision
is referred to as
37. According to the path-goal theory, a leader who sets challenging goals and seeks improvements in performance is referred to
38. Which of the following theories assumes subordinates will react favourably to a leader who helps them progress toward their
a. Path-goal theory
39. According to the path-goal theory, a(n) ________ leader lets followers know what is expected of them and gives them specific
40. Sometimes leadership may not be important. ________ make(s) it impossible for leader behaviour to make any difference to
41. A situation where leadership may not be important is when
a. There are explicit formalized procedures
42. The type of leaders who guide or motivate their followers in the direction of established goals by clarifying role and task
a. Transactional leaders
43. Which of the following qualities is not necessary for a person to be an effective follower?
a. Aspirations of leadership
44. Path-goal theory proposes two types of contingencies; these are a. Environmental and subordinate
45. The two leaders in your department are very different. J