Organizational Behavior Arab World Edition 1St Edition Robbins Test Bank Full Chapter PDF

Organizational Behavior Arab World
Edition 1st Edition Robbins Test Bank

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Exam
Name___________________________________
MULTIPLE CHOICE. Choose the one alternative that best completes the statement or answers the question.
1) Which of the following theories argues that because of time pressures, leaders establish a special 1)
relationship with a small group of their subordinates?
A) leader-member exchange
B) managerial grid
C) path-goal
D) expectancy
E) contingency
Answer: A
Explanation: A)
B)
C)
D)
E)
2) The leadership behaviors identified by the path-goal theory are ________. 2)

A) supportive, employee-oriented, laissez-faire, and participative
B) directive, participative, supportive, and laissez-faire
C) participative, achievement-oriented, directive, and supportive
D) achievement-oriented, supportive, humanistic, and directive
E) affective, cognitive, and behavioral
Answer: C
Explanation: A)
B)
C)
D)
E)
3) According to the Managerial Grid, managers perform best using which of the following styles? 3)
A) development-oriented
B) consideration
C) contingency
D) 9,9
E) rigid
Answer: D
Explanation: A)
B)
C)
D)
E)
1
4) Who was the first scholar to discuss charismatic leadership? 4)
A) Bernard Bass
B) Fred Fiedler
C) Robert House
D) Max Weber
E) none of the above
Answer: D
Explanation: A)
B)
C)
D)
E)
5) According to the text, which of the following is not a dimension of trust? 5)

A) competence
B) loyalty
C) integrity
D) consistency
E) determination
Answer: E
Explanation: A)
B)
C)
D)
E)
6) Criticism of Vroom and Yetton's leader-participation model focus on ________. 6)

A) the abstract nature of the model
B) the model's emphasis on time restrictions related to decision-making
C) the model's overall complexity
D) the lack of research testing of the model
E) the model's emphasis on follower commitment
Answer: C
Explanation: A)
B)
C)
D)
E)
2
You are an employee in a large organization. In this organization, there are two senior managers. The first of these mangers,
Sadiq, prides himself on his ability to help his subordinates understand their roles in achieving company goals. He defines
clear-cut steps for his subordinates to use in completing projects, and rewards them for using proven strategies. The second
manager, Wasim, feels that his role should be to provide individualized consideration and intellectual stimulation. His
approach encourages creative problem solving and the development of new ideas. Most of the workers believe that both
leaders are well trained, but Wasim's employees remark that Wasim seems to have a special leadership quality that sets him
apart from the other managers.
7) Based on the information given in the passage, Wasim is most likely a(n) ________ leader. 7)
A) reactional
B) transactional
C) transcendent
D) emotion-based
E) transformational
Answer: E
Explanation: A)
B)
C)
D)
E)
8) The type of leader who guides or motivates his or her followers in the direction of established goals 8)
by clarifying role and task requirements is known as a ________ leader.
A) charismatic
B) transcendent
C) actuarial
D) transformational
E) transactional
Answer: E
Explanation: A)
B)
C)
D)
E)
9) Based on the contingency theory, if the leadership style does not match the situation, you should 9)
________.
A) change the leader to fit the situation
B) either a or b
C) change the situation to fit the leader
D) retrain the leader in a more appropriate style
E) accept this circumstance as unchangeable
Answer: B
Explanation: A)
B)
C)
D)
E)
3
10) Leadership is best defined as ________. 10)
A) implementing the vision and strategy provided by management
B) keeping order and consistency in the midst of change
C) coordinating and staffing the organization and handling day-to-day problems
D) the ability to influence a group in goal achievement
E) not a relevant variable in modern organizations
Answer: D
Explanation: A)
B)
C)
D)
E)
11) What is considered both the least passive and most effective of the leader behaviors? 11)
A) laissez-faire
B) individualized consideration
C) inspirational motivation
D) contingent reward
E) idealized influence
Answer: E
Explanation: A)
B)
C)
D)
E)
12) In Fiedler's model, if a respondent describes his or her least preferred co-worker in relatively 12)
positive terms, then the respondent is considered to be ________.
A) relationship-oriented
B) consideration-focused
C) unrealistic
D) people-oriented
E) consensus-building
Answer: A
Explanation: A)
B)
C)
D)
E)
4
13) Based on information given in the text, which of the following most likely represents a situation 13)
where charismatic leadership is not needed?
A) A business is operating during a time of war.
B) A business is in the throes of a hostile takeover.
C) A business is in its infancy.
D) A business is facing the introduction of a radically new product.
E) A business is succeeding due to several years of strong market leadership.
Answer: E
Explanation: A)
B)
C)
D)
E)
14) The ________ theory of leadership has shown that people characterize leaders as having such traits 14)
as intelligence, outgoing personality, strong verbal skills, aggressiveness, understanding, and
industriousness.
A) organizational
B) attribution
C) contingency
D) perception
E) fundamental
Answer: B
Explanation: A)
B)
C)
D)
E)
You are the CEO of an engineering design firm that has several departments, each specializing in the design of different
products. You have noticed a great deal of difference between the styles of the various department directors. You also see a
big difference in the morale, employee satisfaction levels, and effectiveness (productivity) levels of the departments. One of
your goals as CEO is to maximize productivity across all departments.
15) It can be inferred that the poorest performing director is most likely to receive which of the 15)
following scores on the managerial grid?
A) 5,5 B) 9,1 C) 9,9 D) 1,1 E) 1,9
Answer: D
Explanation: A)
B)
C)
D)
E)
5
Your boss has been reading several books on leadership. You notice that every few months he is spouting a different
approach and philosophy. You have been trying to keep up with him and figure out which "leadership theory of the month"
he is studying.
16) Suddenly your boss begins sending people to training to help them develop more effective 16)
leadership styles. It is clear that he is reading an author who supports ________.
A) Fiedler's contingency model
B) behavioral theories
C) trait theories
D) the reflection effect
Answer: B
Explanation: A)
B)
C)
D)
E)
17) Which of the following most likely exemplifies a relationship of identification-based trust? 17)
A) A boss rewards his employees for achieving company objectives ahead of schedule.
B) Two business partners have worked together for many years and rely on each other to make
decisions on behalf of the business.
C) A stranger assists another individual in repairing a flat tire and requests no compensation.
D) A woman discovers that she has a great deal in common with an acquaintance who comes
from a similar family background.
E) A family hires a nanny for their children based on positive references from several friends.
Answer: B
Explanation: A)
B)
C)
D)
E)
18) All contingency theories are based on the idea that effective leadership performance depends on 18)
________.
A) making use of the best path for the goal that is identified
B) using a leadership style that is appropriate to the situational conditions
C) selecting the right leadership style based on the level of the followers' readiness
D) the proper match between the leader's style and the control the situation gives the leader
Answer: B
Explanation: A)
B)
C)
D)
E)
6
19) The most fragile relationships are contained in ________-based trust. 19)
A) reward
B) knowledge
C) deterrence
D) supposition
E) identification
Answer: C
Explanation: A)
B)
C)
D)
E)
20) Recent studies indicate that ________ may indicate effective leadership. 20)
A) emotional intelligence
B) a highly analytical mind
C) outstanding training
D) an endless supply of terrific ideas
E) a compelling vision
Answer: A
Explanation: A)
B)
C)
D)
E)
21) ________ refers to honesty and truthfulness. 21)

A) Reliability
B) Machiavellianism
C) Integrity
D) Valor
E) Humility
Answer: C
Explanation: A)
B)
C)
D)
E)
22) Who proposed a contingency theory? 22)

A) Surber B) Fiedler C) Grey D) Deickman E) Swartz
Answer: B
Explanation: A)
B)
C)
D)
E)
7
23) Organizational characteristics that can be substitutes for leadership include all of the following 23)
except ________.
A) rigid rules and procedures
B) explicit formalized goals
C) cohesive work groups
D) mentor relationships
E) All of the above can be substitutes for leadership.
Answer: D
Explanation: A)
B)
C)
D)
E)
24) The authors suggest that transactional and transformational leadership should be viewed as 24)
________.
A) opposing approaches to accomplishing goals
B) equivalent to charismatic leadership
C) complementary forms of leadership
D) the building blocks of charismatic leadership
E) subcomponents of situational leadership
Answer: C
Explanation: A)
B)
C)
D)
E)
he is studying.
25) Now your boss seems to be trying to analyze each leader according to which employees they 25)
interact with most and least, and which employees they rate highest and lowest. You suspect that
he is reading about which of the following models?
A) SLT B) LPC C) LMX D) PGT E) SNFU
Answer: C
Explanation: A)
B)
C)
D)
E)
8
26) ________ are considered to use their charisma in a socially constructive way to serve others. 26)
A) Ethical leaders
B) Idealized influence leaders
C) Trusted leaders
D) Contingent reward leaders
E) Transformational leaders
Answer: A
Explanation: A)
B)
C)
D)
E)
27) Which of the following roles focuses on bringing about order and consistency by drawing up 27)
formal plans?
A) management
B) leadership
C) task structure
D) initiating structure
Answer: A
Explanation: A)
B)
C)
D)
E)
28) What theory was developed by Robert House? 28)

A) decision theory
B) leader-member exchange theory
C) cognitive resource model
D) path-goal theory
E) situational leadership theory
Answer: D
Explanation: A)
B)
C)
D)
E)
9
29) If a survey respondent sees his or her least preferred co-worker in unfavorable terms, Fiedler 29)
would categorize the respondent as ________.
A) laissez-faire
B) insightful
C) task-oriented
D) overly critical
E) emotionally deficient
Answer: C
Explanation: A)
B)
C)
D)
E)
30) The highest level of trust is exhibited in ________ trust. 30)

A) knowledge-based
B) reward-based
C) virtue-based
D) deterrence-based
E) identification-based
Answer: E
Explanation: A)
B)
C)
D)
E)
31) According to one of the authors, a person can learn to become more charismatic by displaying all of 31)
the following characteristics except ________.
A) communicating information only with a select group of close advisors
B) maintaining an optimistic view
C) using a captivating and engaging tone of voice
D) creating a bond that inspires others to follow
E) bringing out the potential in followers by tapping into their emotions
Answer: A
Explanation: A)
B)
C)
D)
E)
10
32) ________ make it impossible for leader behavior to make any difference to follower outcomes. 32)
A) Deterrents
B) Higher level leaders
C) Substitutes
D) Neutralizers
E) all of the above
Answer: D
Explanation: A)
B)
C)
D)
E)
33) According to the Ohio State studies, the extent to which a leader's behavior is directed toward 33)
getting the job done is called ________.
A) consideration
B) path-goal
C) maximization
D) initiating structure
E) relationship-oriented
Answer: D
Explanation: A)
B)
C)
D)
E)
34) In his role as manager, Wasim most likely exhibits all of the following characteristics except 34)
________.
A) instilling pride
B) treating each employee individually
C) using symbols to focus efforts
D) acting in his own best interests
E) promoting careful problem solving
Answer: D
Explanation: A)
B)
C)
D)
E)
11
35) According to LMX theory, which of the following is not true of those individuals who fall into the 35)
out-group?
A) They have leader-follower relations based on formal authority interaction.
B) They receive fewer of the preferred rewards that the leader controls.
C) They receive a disproportionate amount of the leader's attention.
D) They are less trusted.
E) All of the above statements are true.
Answer: C
Explanation: A)
B)
C)
D)
E)
36) Vroom and Yetton's leadership theory could also be described as a ________ theory. 36)
A) cognitive dissonance
B) contingency
C) trait
D) behavioral
E) decision
Answer: E
Explanation: A)
B)
C)
D)
E)
You are the manager in charge of a work team. You realize that high performance teams are characterized by high mutual
trust and it is your goal to make sure that your team has this high level of trust. You wish to use the recent research that has
identified the five dimensions that underlie the concept of trust as your model.
37) Certain members of your team are unpredictable and unreliable. Based on the information given in 37)
the chapter, your team most likely needs help with which dimension of trust?
A) loyalty
B) integrity
C) competence
D) accountability
E) consistency
Answer: E
Explanation: A)
B)
C)
D)
E)
12
38) Hersey and Blanchard's leadership theory differs from other leadership theories primarily because 38)
it ________.
A) explores the role of the expectations of the leader for the follower
B) deals strictly and exclusively with contingencies
C) holds that leadership style should be dependent on the situation
D) is normative
E) focuses on the followers
Answer: E
Explanation: A)
B)
C)
D)
E)
39) The two dimensions of leadership behavior identified in the University of Michigan studies are 39)
________.
A) employee-oriented and production-oriented
B) initiation and completion
C) emotional and rational
D) initiating structure and consideration
E) coercion and motivation
Answer: A
Explanation: A)
B)
C)
D)
E)
40) A self-leader is someone who ________. 40)

A) has difficulty following the leadership of others
B) learned leadership skills through independent study
C) understands the motivations of his or her superiors
D) relies on others to a great extent
E) no longer depends on formal leadership for direction and motivation
Answer: E
Explanation: A)
B)
C)
D)
E)
13
41) Fiedler's contingency model assumes that an individual's leadership style is ________. 41)
A) contingent
B) situational
C) fixed
D) intangible
E) changeable
Answer: C
Explanation: A)
B)
C)
D)
E)
42) According to House, what leader is friendly and shows concern for the needs of followers? 42)
A) the directive leader
B) the participative leader
C) the achievement-oriented leader
D) the supportive leader
E) the laissez-faire leader
Answer: D
Explanation: A)
B)
C)
D)
E)
43) That special leadership quality that people notice when they work with Wasim may be termed 43)
________.
A) trust
B) transaction
C) charisma
D) transformation
E) framing
Answer: C
Explanation: A)
B)
C)
D)
E)
14
44) Based on the information given in the passage, Sadiq is most likely a(n) ________ leader. 44)
A) transactional
B) reactional
C) emotion-based
D) transformational
E) transcendent
Answer: A
Explanation: A)
B)
C)
D)
E)
45) ________ is the dimension of trust that encompasses an individual's technical and interpersonal 45)
knowledge and skills.
A) Idealism
B) Will
C) Competence
D) Adaptation
E) Motivation
Answer: C
Explanation: A)
B)
C)
D)
E)
46) According to the text, which of the following skills should be included in leadership training? 46)
A) trust building
B) situational analysis
C) vision creation
D) all of the above
Answer: D
Explanation: A)
B)
C)
D)
E)
47) The two dimensions of leadership behavior explained in the Ohio State studies are ________. 47)
A) concern for people and concern for production
B) employee-oriented and production-oriented
C) coercion and motivation
D) initiating structure and consideration
E) operant conditioning and classical conditioning
Answer: D
Explanation: A)
B)
C)
D)
E)
15
48) According to Hersey and Blanchard, readiness encompasses the ________. 48)
A) ability and willingness of the followers to accomplish a task
B) degree of confidence, trust, and respect members have in their leader
C) amount of influence a leader has over variables such as hiring, firing, and salaries
D) level of morale and satisfaction of the employees
E) all of the above
Answer: A
Explanation: A)
B)
C)
D)
E)
49) ________ is a way to use language to manage meaning. 49)

A) Influencing
B) Highlighting
C) Paralinguistics
D) Framing
E) Trust
Answer: D
Explanation: A)
B)
C)
D)
E)
50) Which of the following statements regarding leadership is true? 50)

A) All leaders are managers.
B) All managers are leaders.
C) All leaders are hierarchically superior to followers.
D) Formal rights enable managers to lead effectively.
E) Nonsanctioned leadership is as important as or more important than formal influence.
Answer: E
Explanation: A)
B)
C)
D)
E)
51) Which theory differentiates leaders from nonleaders by focusing on personal qualities and 51)
characteristics?
A) trait theory
B) Fiedler's perspective
C) contingency theory
D) characteristic theory
E) LPC
Answer: A
Explanation: A)
B)
C)
D)
E)
16
52) If behavioral leadership theories are correct, then ________. 52)
A) leaders are born with leadership behaviors
B) leadership behaviors are consistent
C) leaders' behavior should be altered
D) women generally make better leaders than men
E) leadership can be taught
Answer: E
Explanation: A)
B)
C)
D)
E)
53) When followers trust a leader, they ________. 53)

A) have subconsciously evaluated each of the five factors of trust
B) are making a gamble
C) are concurring with all the values that the leader holds
D) are willing to be vulnerable to the leader's actions
E) all of the above
Answer: D
Explanation: A)
B)
C)
D)
E)
54) All of the following are ways you can build trust within the work team except ________. 54)
A) speaking your feelings
B) practicing openness
C) showing loyalty to your team members
D) keeping negative thoughts to yourself
E) demonstrating your competence
Answer: D
Explanation: A)
B)
C)
D)
E)
17
he is studying.
55) You have noticed that your boss is often asking you what types of peers you least like to work with. 55)
You suspect that he is trying to covertly determine your leadership style according to ________.
A) Fiedler
B) Hersey and Blanchard
C) Sondak
D) Vroom and Yetton
Answer: A
Explanation: A)
B)
C)
D)
E)
56) The passage implies which of the following about the effectiveness of the two managers' leadership 56)
styles?
A) Sadiq is more effective than Wasim at inspiring employees, while Wasim is more effective
than Sadiq at achieving goals.
B) Wasim and Sadiq are not effective leaders, because neither helps define the vision of the
organization.
C) Sadiq is a more effective leader than Wasim, because he encourages his employees to use
proven methods.
D) Wasim and Sadiq are equally effective as leaders, because both employ transformational
leadership styles.
E) Wasim is a more effective leader than Sadiq, because he encourages creativity in his
employees.
Answer: E
Explanation: A)
B)
C)
D)
E)
18
57) Most modern organizational relationships are rooted in ________ trust. 57)
A) knowledge-based
B) reliance-based
C) virtue-based
D) dependence-based
E) identity-based
Answer: A
Explanation: A)
B)
C)
D)
E)
58) One of the authors suggests that very charismatic leaders are likely to ________. 58)
A) motivate followers to become more extroverted
B) encourage women protégés to seek leadership positions
C) invoke high performance among followers
D) avoid media attention regarding their achievements
E) focus organizational visions around present accomplishments
Answer: C
Explanation: A)
B)
C)
D)
E)
59) As you look at the difference between the department directors, you notice that some are more 59)
charismatic and enthusiastic than others. In identifying this difference, you are looking at the
directors' ________.
A) traits
B) behaviors
C) personalities
D) attitudes
E) all of the above
Answer: A
Explanation: A)
B)
C)
D)
E)
19
60) Three situational criteria identified in the Fiedler model are ________. 60)
A) emotional intelligence, group orientation, and employee status
B) leader-member relations, task structure, and position power
C) charisma, influence, and leader-member relations
D) job requirements, position power, and leadership ability
E) task structure, leadership ability, and group conflict
Answer: B
Explanation: A)
B)
C)
D)
E)
61) The text implies that the type of leader likely to have the most profound effect on his or her 61)
followers is the ________ leader.
A) transactional
B) educational
C) actuarial
D) transcendent
E) transformational
Answer: E
Explanation: A)
B)
C)
D)
E)
62) What is a characteristic of a vision? 62)

A) It imprints on followers an overarching goal.
B) It is a formal articulation of a mission.
C) It links the present with a better future.
D) It is short- or long-term.
E) It is a strategy for how to run a business.
Answer: C
Explanation: A)
B)
C)
D)
E)
20
63) According to the attribution theory of leadership, the key to being characterized as an "effective 63)
leader" is projecting the ________ of being a leader rather than focusing on ________.
A) look; events
B) facade; reality
C) image; overcoming challenges
D) appearance; actual accomplishments
E) attributes; substance
Answer: D
Explanation: A)
B)
C)
D)
E)
64) According to the text, which of the following types of trust involves the most minimal controls? 64)
A) attribute-based trust
B) identification-based trust
C) reward-based trust
D) deterrence-based trust
E) knowledge-based trust
Answer: B
Explanation: A)
B)
C)
D)
E)
65) What is the essence of the path-goal theory? 65)

A) Stress is a form of situational unfavorableness and a leader's reaction to it depends on his or
her intelligence and experience.
B) Effective group performance depends on the proper match between the leader's style and the
degree to which the situation gives control to the leader.
C) The leader is responsible for providing followers with the information, support, or other
resources necessary for them to do their jobs.
D) Leaders establish a special relationship with a small group of their followers because of time
pressures.
E) Successful leadership is achieved by selecting the right leadership style.
Answer: C
Explanation: A)
B)
C)
D)
E)
21
66) Trait research suggests that we focus on ________, whereas behavioral studies imply that we can 66)
effectively ________.
A) changing jobs to suit people; change people to suit jobs
B) selecting the right person for a job; train leaders
C) identifying certain traits in leaders; ignore leaders' traits
D) teaching people certain traits; teach people certain behaviors
E) training new employees; dispense with training
Answer: B
Explanation: A)
B)
C)
D)
E)
67) A ________ is a senior employee who sponsors and supports a less experienced employee. 67)
A) manager B) facilitator C) protégé D) mentor E) leader
Answer: D
Explanation: A)
B)
C)
D)
E)
68) Hersey and Blanchard developed which of the following? 68)

A) cognitive orientation model
B) managerial grid model
C) cognitive resource theory
D) situational leadership theory
E) path-goal theory
Answer: D
Explanation: A)
B)
C)
D)
E)
69) Which of the following is not a characteristic of charismatic leaders? 69)

A) They exhibit behaviors that are consistent with their followers' behaviors.
B) They have a vision and the ability to articulate the vision.
C) They have behavior that is unconventional.
D) They are willing to take high personal risk.
E) All of the above are true.
Answer: A
Explanation: A)
B)
C)
D)
E)
22
70) There is fairly strong evidence that traits can predict ________ more accurately than leadership 70)
effectiveness.
A) the conscientiousness of leaders
B) extraversion in leaders
C) leadership awareness
D) leadership competence
E) leadership emergence
Answer: E
Explanation: A)
B)
C)
D)
E)
71) A leader high in initiating structure would do which of the following? 71)
A) exhibit laissez-faire type of leadership
B) seek consensus
C) assign group members to particular tasks
D) maximize leader-member relations
E) empower employees to make their own decisions
Answer: C
Explanation: A)
B)
C)
D)
E)
72) Based on the results of the University of Michigan studies, which directors most likely have 72)
departments with higher productivity and job satisfaction?
A) the production-oriented leaders
B) the consideration-oriented leaders
C) the development-oriented leaders
D) the task-oriented leaders
E) the employee-oriented leaders
Answer: E
Explanation: A)
B)
C)
D)
E)
23
73) According to University of Michigan researchers, which type of leaders is associated with higher 73)
group productivity and higher job satisfaction?
A) employee-oriented
B) initiating structure-oriented
C) production-oriented
D) heliocentric
E) situational
Answer: A
Explanation: A)
B)
C)
D)
E)
74) All of the following are findings of the cognitive resource theory except ________. 74)
A) high stress situations show a negative relationship between intellectual abilities and
performance
B) low stress situations show a positive relationship between intellectual abilities and
performance
C) high stress situations show a positive relationship between job experience and performance
D) low stress situations show a positive relationship between job experience and performance
E) None of the above are findings of the theory.
Answer: D
Explanation: A)
B)
C)
D)
E)
he is studying.
75) This month your boss seems less concerned about his leaders than he is about the people who work 75)
for them and whether these employees are willing and able to perform particular tasks. Your boss
is most likely reading ________.
A) Christos
B) Fiedler
C) Vroom and Yetton
D) Fiedler and Garcia
E) Hersey and Blanchard
Answer: E
Explanation: A)
B)
C)
D)
E)
24
76) ________ is the willingness to protect and save face for another person. 76)
A) Reliability
B) Aptitude
C) Integrity
D) Consistency
E) Loyalty
Answer: E
Explanation: A)
B)
C)
D)
E)
77) The basic principles of trust include all the following except ________. 77)
A) growth often masks mistrust
B) trust encourages unconventional behavior
C) mistrust drives out trust
D) decline tests the highest levels of trust
E) All of the above are basic principles of trust.
Answer: B
Explanation: A)
B)
C)
D)
E)
78) In the 'new world' of online leadership, leaders need to understand that: 78)
A) interpersonal skills are less important
B) it is almost impossible to lead effectively
C) developing and maintaining trust is much easier than before
D) leaders must avoid online communications whenever possible.
E) writing skills are likely to become an extension of interpersonal skills
Answer: E
Explanation: A)
B)
C)
D)
E)
79) Since upper management sets an organization's moral tone, what else must they also do? 79)
A) punish a lack of integrity
B) negatively reinforce loyalty
C) set lower standards
D) live up to higher ethical standards
E) address the ends of achieving goals
Answer: D
Explanation: A)
B)
C)
D)
E)
25
80) Of all the departments, Salim's department has the greatest production output. His employees 80)
seem most satisfied with his leadership as well. You categorize the behavioral styles of each
department director using the managerial grid. According to the work of Blake and Mouton, who
developed the grid, which of the following is most likely to reflect Salim's score on the grid?
A) 8,8 B) 7,1 C) 1,1 D) 1,7 E) 5,5
Answer: A
Explanation: A)
B)
C)
D)
E)
81) Which model represents the theory that effective group performance depends on the proper match 81)
between a leader's style and the degree to which the situation gives control to the leader?
A) Vroom and Yetton's Leader-Participation Model
B) Fiedler's Contingency Model
C) Leader-Member Exchange Model
D) Hersey and Blanchard's Situational Leadership Model
Answer: B
Explanation: A)
B)
C)
D)
E)
82) To build trust within your work team, which of the following qualities should you focus on as the 82)
highest priority?
A) consistency
B) intelligence
C) integrity
D) loyalty
E) openness
Answer: C
Explanation: A)
B)
C)
D)
E)
26
83) The graphic portrayal of a two-dimensional view of leadership style by Blake and Mouton is 83)
known as the ________.
A) managerial grid
B) leader-participation model
C) autocratic-democratic continuum
D) matrix of discretion
E) least preferred co-worker scale
Answer: A
Explanation: A)
B)
C)
D)
E)
84) According to a comprehensive review of the leadership literature, what is the most important trait 84)
of effective leaders?
A) agreeableness
B) extraversion
C) openness
D) emotional stability
E) conscientiousness
Answer: B
Explanation: A)
B)
C)
D)
E)
85) John Kotter's view argues that management focuses on coping with complexity, whereas leadership 85)
focuses on coping with ________.
A) defeat B) change C) morale D) conflict E) success
Answer: B
Explanation: A)
B)
C)
D)
E)
27
86) Some of the departmental directors spend more time training and helping their employees, while 86)
other spend more time on the technical issues that arise in the development process. According to
the categories used in the University of Michigan studies, the directors can be described as
________.
A) training-oriented vs. development-oriented
B) assistance-oriented vs. growth-oriented
C) authority-type leaders vs. laissez faire-type leaders
D) oriented toward initiating structure vs. oriented toward consideration
E) employee-oriented vs. production-oriented
Answer: E
Explanation: A)
B)
C)
D)
E)
TRUE/FALSE. Write 'T' if the statement is true and 'F' if the statement is false.
87) An individual who displays the characteristic of openness can be relied upon to provide the full 87)
truth.
Answer: True False
Explanation:
88) Path-goal theory assumes leaders are flexible and can display different leadership behavior 88)
depending on the situation.
Answer: True False
Explanation:
89) The three types of trust in organizational relationships are deterrence-based, information-based, 89)
and identification-based.
Answer: True False
Explanation:
90) Self-leaders are also called "superleaders." 90)

Answer: True False
Explanation:
91) Hersey and Blanchard argue that the correct leadership style is contingent on the level of the 91)
follower's readiness.
Answer: True False
Explanation:
92) One assumption of the trait view of leadership is that leaders cannot be trained. 92)
Answer: True False
Explanation:
28
93) There is evidence suggesting that behavioral training can increase an individual's ability to exhibit 93)
charismatic leadership qualities.
Answer: True False
Explanation:
94) Most researchers have concluded that charisma is an innate trait. 94)
Answer: True False
Explanation:
95) Strong leadership is the primary element needed for optimum organizational effectiveness. 95)
Answer: True False
Explanation:
96) A vision is likely to fail if it doesn't offer a view of the future that is clearly and demonstrably better 96)
for the organization and its members.
Answer: True False
Explanation:
97) Leadership research has been directed almost exclusively to face-to-face and verbal situations. 97)
Answer: True False
Explanation:
98) The interview is the primary tool available for identifying and selecting strong leaders. 98)
Answer: True False
Explanation:
99) Research efforts at isolating leadership traits achieved a breakthrough, of sorts, when researchers 99)
began organizing traits around the Big Five personality framework.
Answer: True False
Explanation:
100) The managerial grid model of leadership uses a grid containing nine possible positions on each 100)
axis, representing 81 different positions in which a leader's style may fall.
Answer: True False
Explanation:
101) The University of Michigan studies found that production-oriented leaders were associated with 101)
higher group productivity than employee-oriented leaders.
Answer: True False
Explanation:
102) In the leader-member exchange theory, leaders don't treat all of their subordinates alike. 102)
Answer: True False
Explanation:
103) One of the basic principles of trust is that trust drives out mistrust. 103)
Answer: True False
Explanation:
29
104) One of the basic principles of trust is that growth often masks mistrust. 104)
Answer: True False
Explanation:
105) A protégé is a senior employee who sponsors and supports a less-experienced employee. 105)
Answer: True False
Explanation:
106) Training in self-leadership is crucial for the success of boss-managed teams. 106)
Answer: True False
Explanation:
107) In Fiedler's approach, if a respondent uses unfavorable terms to describe the co-worker in question, 107)
the respondent can be said to be primarily task-oriented.
Answer: True False
Explanation:
108) The mentoring role includes coaching, counseling, and sponsorship. 108)
Answer: True False
Explanation:
109) Leadership can be defined as the ability to influence a group towards the achievement of 109)
cohesiveness.
Answer: True False
Explanation:
110) According to charismatic leadership theory, followers make attributions of heroic leadership 110)
abilities when they observe certain behaviors.
Answer: True False
Explanation:
111) If behavioral theories of leadership are valid, selection of leaders should focus on length of 111)
experience an individual has obtained in the right situations.
Answer: True False
Explanation:
112) There is an increasing body of research that shows impressive correlations between transactional 112)
leadership and higher productivity, lower turnover rates, and higher employee satisfaction.
Answer: True False
Explanation:
113) The two most important elements of the definition of trust are that it implies familiarity and risk. 113)
Answer: True False
Explanation:
114) Situational leadership theory essentially views the leader-follower relationship as analogous to that 114)
between a parent and child.
Answer: True False
Explanation:
30
115) Most new relationships begin on a basis of deterrence-based trust. 115)
Answer: True False
Explanation:
116) The Fiedler contingency model proposes that effective group performance depends upon the 116)
proper match between a leader's style and the degree to which a situation gives control to the
leader.
Answer: True False
Explanation:
117) The Ohio State Studies involved research on only two dimensions - initiating structure and 117)
consideration.
Answer: True False
Explanation:
118) A hypothesis that has evolved out of path-goal theory is that directive leadership leads to greater 118)
satisfaction when tasks are ambiguous or stressful.
Answer: True False
Explanation:
119) According to the University of Michigan studies, production-oriented leadership is defined as the 119)
extent to which a leader tends to emphasize the technical or task aspects of the job.
Answer: True False
Explanation:
120) Fiedler's theory suggests that training is an effective tool to improve leader effectiveness. 120)
Answer: True False
Explanation:
121) If behavioral theories of leadership are valid, we could have an infinite supply of effective leaders. 121)
Answer: True False
Explanation:
122) Holding a management position is an important step towards becoming a leader in an 122)
organization.
Answer: True False
Explanation:
123) Fiedler assumes that we should concentrate on changing situations to suit the leaders or changing 123)
the leaders to fit the situation.
Answer: True False
Explanation:
124) In many cases, leadership success or failure is just a matter of being in the right or wrong place at a 124)
given time.
Answer: True False
Explanation:
31
125) The underlying assumptions behind self-leadership are that people are responsible, capable, and 125)
able to exercise initiative without external constraints or regulations.
Answer: True False
Explanation:
126) Fiedler's three situational factors include: leader-member relations, task structure, and stress. 126)
Answer: True False
Explanation:
127) Online communication is unlikely to build or enhance and individual's leadership effectiveness, 127)
but it has the potential to undermine a great deal of what a leader has been able to achieve.
Answer: True False
Explanation:
128) Leadership and management are two terms that are often confused. 128)
Answer: True False
Explanation:
129) The leader-participation model provides a set of rules that leaders can use to determine the 129)
appropriate leadership behavior for a given task structure.
Answer: True False
Explanation:
130) Deterrence-based trust will work only to the degree that punishment is possible, consequences are 130)
clear, and the punishment is actually imposed if the trust is violated.
Answer: True False
Explanation:
131) Fiedler's theory is based on the assumption that leaders can't change their styles to fit changing 131)
situations.
Answer: True False
Explanation:
132) Contingency models of leadership suggest that there is no one best style of leadership. 132)
Answer: True False
Explanation:
133) Transformational leadership is built on top of transactional leadership. 133)

Answer: True False
Explanation:
134) The essence of cognitive resource theory is that stress is the enemy of rationality. 134)
Answer: True False
Explanation:
135) Honesty is absolutely essential to leadership. 135)

Answer: True False
Explanation:
32
136) By the 1990s, numerous studies indicated that leaders differed from nonleaders only in ambition 136)
and self-confidence.
Answer: True False
Explanation:
137) The key properties of a vision seem to be inspirational possibilities that are value centered, 137)
realizable, with superior imagery, and articulation.
Answer: True False
Explanation:
138) The Big Five personality framework revealed that traits are most useful as predictors of leadership 138)
emergence.
Answer: True False
Explanation:
139) According to LMX theory, out-group members get more of the leader's time, but in a negative 139)
manner.
Answer: True False
Explanation:
140) The complexity of the leadership-participation model enables leaders to apply it realistically when 140)
they are assessing decision-making situations.
Answer: True False
Explanation:
141) A leader designated as high on initiating structure would be likely to clearly define the roles of his 141)
or her subordinates.
Answer: True False
Explanation:
142) For the most part, people are equally trainable. 142)
Answer: True False
Explanation:
143) At the knowledge-based level, trust is broken by inconsistent behavior. 143)

Answer: True False
Explanation:
ESSAY. Write your answer in the space provided or on a separate sheet of paper.
144) Identify and explain the two dimensions of leadership described in the Ohio State studies.
Answer: The Ohio State studies proposed that two categories accounted for most of the leadership behavior
described by employees. They called these two dimensions initiating structure and consideration.
a) Initiating structure refers to the extent to which a leader is likely to define and structure his or her role
and those of employees in the search for goal attainment.
b) Consideration is described as the extent to which a person is likely to have job relationships that are
characterized by mutual trust, respect for employees' ideas, and regard for their feelings.
33
145) What are the predictions of path-goal theory?
Answer: Path-goal theory made several predictions:
a) Directive leadership leads to greater satisfaction when tasks are ambiguous or stressful than when they
are highly structured and well laid out.
b) Supportive leadership results in high employee performance and satisfaction when employees are
performing structured tasks.
c) Directive leadership is likely to be perceived as redundant among employees with high perceived
ability or with considerable experience.
d) Employees with an internal locus of control will be more satisfied with a participative style.
e) Achievement-oriented leadership will increase employees' expectancies that effort will lead to high
performance when tasks are ambiguously structured.
146) How was cognitive resource theory developed, and what are its main findings?
Answer: Fiedler and Joe Garcia re-conceptualized Fiedler's contingency model. They focused on the role of stress
as a form of situational unfavorableness and how a leader's intelligence and experience influence his or
her reaction to stress. The essence of the theory is that stress is the enemy of rationality. Fiedler and
Garcia found that a leader's intellectual abilities correlate positively with performance under low stress
but negatively under high stress. According to the theory, it's the level of stress in the situation that
determines whether an individual's intelligence and experience will contribute to leadership
performance.
147) Describe the leader-participation model.

Answer: Victor Vroom and Phillip Yetton developed a model that related leadership behavior and participation in
decision making. Recognizing that task structures have varying demands for routine and non-routine
activities, these researchers argued that leader behavior must adjust to reflect the task structure. The
model was normative - it provided a sequential set of rules that should be followed in determining the
form and amount of participation in decision making, as determined by different types of situations. The
model was a decision tree incorporating seven contingencies and five alternative leadership styles.
148) Why is framing relevant to leadership?

Answer: Framing is a way of communicating to shape meaning. It is a way for leaders to influence how others see
and understand events. It includes selecting and highlighting one or more aspects of a subject while
excluding others. Framing is especially important to an aspect of leadership ignored in the traditional
theories of leadership: the ability of the leader to inspire others to act beyond their immediate
self-interest.
149) What is the difference between leadership and management?

Answer: Leadership is defined as the ability to influence a group toward the achievement of goals. Leadership is
about coping with change, management is about coping with complexity. Good management brings
about order and consistency by drawing up formal plans, designing rigid organization structures, and
monitoring results against plans. Management consists of implementing the vision and strategy provided
by leaders, coordinating and staffing the organization, and handling day-to-day problems.
150) Describe LMX theory and identify its main beliefs.

Answer: This theory argues that because of time pressures, leaders establish a special relationship with a small
group of their followers. These individuals make up the in-group - they are trusted, get a
disproportionate amount of the leader's attention, and are more likely to receive special privileges. Other
followers fall into the out-group. They get less of the leader's time, fewer of the preferred rewards that
the leader controls, and have leader-follower relations based on formal authority interactions. The leader
implicitly categorizes the follower as an "in" or "out" and that relationship is relatively stable over time.
34
151) Explain the correlations between charismatic leadership and high performance and satisfaction among
followers.
Answer: There is an increasing body of research that shows impressive correlations between charismatic
leadership and high performance and satisfaction among followers. People working for charismatic
leaders are motivated to exert extra work effort and, because they like and respect their leader, express
greater satisfaction. It also appears that organizations with charismatic CEOs are more profitable. And
charismatic college professors enjoy higher course evaluations. However, there is a growing body of
evidence indicating that charisma may not always be generalizable; that is, its effectiveness may depend
on the situation. Charisma appears to be most successful when the follower's task has an ideological
component or when the environment involves a high degree of stress and uncertainty. This may explain
why, when charismatic leaders surface, it's likely to be in politics, religion, wartime, or when a business
firm is in its infancy or facing a life-threatening crisis.
In addition to ideology and uncertainty, another situational factor limiting charisma appears to be level
in the organization. Remember that the creation of a vision is a key component of charisma. But visions
typically apply to entire organizations or major divisions. They tend to be created by top executives.
Charisma therefore probably has more direct relevance to explaining the success and failures of chief
executives than of lower-level managers. So even though an individual may have an inspiring
personality, it's more difficult to utilize the person's charismatic leadership qualities in lower-level
management jobs. Lower-level managers can create visions to lead their units. It's just harder to define
such visions and align them with the larger goals of the organization as a whole.
Finally, charismatic leadership may affect some followers more than others. Research suggests, for
example, that people are especially receptive to charismatic leadership when they sense a crisis, when
they are under stress, or when they fear for their lives. More generally, some peoples' personalities are
especially susceptible to charismatic leadership.18 Consider self-esteem. If an individual lacks self-esteem
and questions his self-worth, he is more likely to absorb a leader's direction rather than establish his own
way of leading or thinking.
152) Summarize the leader-member exchange theory.

Answer: The leader-member exchange (LMX) theory argues that because of time pressures, leaders establish a
special relationship with a small group of their followers. These individuals make up the in-group-they
are trusted, get a disproportionate amount of the leader's attention, and are more likely to receive special
privileges. Other followers fall into the out-group. They get less of the leader's time, fewer of the
preferred rewards that the leader controls, and have leader-follower relations based on formal authority
interactions. The theory proposes that early in the history of the interaction between a leader and a given
follower, the leader implicitly categorizes the follower as an "in" or an "out" and that relationship is
relatively stable over time. The theory and research surrounding it provide substantive evidence that
leaders do differentiate among followers; that these disparities are far from random; and that followers
with in-group status will have higher performance ratings, lower turnover intentions, greater satisfaction
with their superior, and higher overall satisfaction than will the out-group. These positive findings for
in-group members are consistent with our knowledge of the self-fulfilling prophesy.
153) Explain the components of Blake and Mouton's managerial grid.

Answer: Blake and Mouton proposed a managerial grid based on the styles of concern for people and concern for
production. This grid shows the dominating factors in a leader's thinking in regard to getting results.
Managers were found to perform best under a 9,9 style. The dimensions represent the Ohio State
dimensions of consideration and initiating structure and the Michigan dimensions of employee oriented
and production oriented.
35
154) Explain Fiedler's contingency model. In your discussion, describe the role of the LPC (least preferred coworker)
questionnaire and identify the key situational factors that determine leadership effectiveness, according to this
model.
Answer: Fred Fiedler developed the first comprehensive contingency model for leadership. This model proposes
that effective group performance depends upon the proper match between the leader's style and the
degree to which the situation gives control to the leader.
The least preferred co-worker (LPC) questionnaire is used to determine what the leader's basic style is.
Sixteen contrasting adjectives are used to ask respondents to describe their least-preferred co-worker. If
the least preferred co-worker is described in relatively positive terms (a high LPC score), then the
respondent is primarily interested in good personal relations with this co-worker. This person is
considered relationship oriented. If the least preferred co-worker is primarily interested in productivity,
they would be labeled task oriented. Fiedler assumes that an individual's leadership style is fixed.
Fiedler identified three contingency dimensions that define the key situational factors that determine
leadership effectiveness.
a) Leader-member relations are the degree of confidence, trust, and respect members have in their leader.
b) Task structure is the degree to which the job assignments are procedurized.
c) Position power is the degree of influence a leader has over power variables such as hiring, firing,
discipline, promotions, and salary increases.
The better the leader-member relations, the more highly structured the job, and the stronger the position
power, the more control the leader has. With knowledge of an individual's LPC and an assessment of the
three contingency variables, Fiedler proposes matching them up to achieve maximum leadership
effectiveness. Task-oriented leaders tend to perform better in situations that were very favorable to them
and in situations that were very unfavorable. Relationship oriented leaders perform better in moderately
favorable situations. Fiedler has suggested recently that task-oriented leaders perform best in situations
of high and low control, while relationship-oriented leaders perform best in moderate control situations.
There are two ways to improve leader effectiveness. You can change the leader to fit the situation. The
second alternative would be to change the situation to fit the leader. This could be done by restructuring
tasks or increasing or decreasing the power that the leader has to control factors such as salary increases,
promotions, and disciplinary actions.
155) According to the text, how does vision differ from other forms of direction setting? What are the key properties
of a vision?
Answer: A vision has clear and compelling imagery that offers an innovative way to improve, which recognizes
and draws on traditions, and connects to actions that people can take to realize change. Vision taps
people's emotions and energy. Properly articulated, a vision creates the enthusiasm that people have for
sporting events and other leisure-time activities, bringing this energy and commitment to the workplace.
The key properties of a vision seem to be inspirational possibilities that are value centered, realizable,
with superior imagery and articulation. Visions should be able to create possibilities that are
inspirational, unique, and offer a new order that can produce organizational distinction. A vision is
likely to fail if it doesn't offer a view of the future that is clearly and demonstrably better for the
organization and its members.
36
156) Compare and contrast the three kinds of trust in organizational relationships.
Answer: There are three types of trust in organizational relationships: deterrence-based, knowledge-based, and
identification-based.
a) The most fragile relationships are contained in deterrence-based trust. One violation or inconsistency
can destroy the relationship. This form of trust is based on fear of reprisal if the trust is violated. Most new
relationships begin on a base of deterrence.
b) Most organizational relationships are rooted in knowledge-based trust. That is, trust is based on the
behavioral predictability that comes from a history of interaction. It exists when you have adequate
information about someone to understand them well enough to be able to accurately predict their likely
behavior.
c) The highest level of trust is achieved when there is an emotional connection between the parties. It
allows one party to act as an agent for the other and substitute for that person in interpersonal
transactions. This is called identification-based trust. Trust exists because the parties understand each
other's intentions and appreciate the other's wants and desires.
157) Explain the four-step process that charismatic leaders use to influence followers.
Answer: The four-step process begins by the leader articulating an appealing vision. A vision is a long-term
strategy for how to attain a goal or goals. The vision provides a sense of continuity for followers by linking
the present with a better future for the organization.
A vision is incomplete unless it has an accompanying vision statement. A vision statement is a formal
articulation of an organization's vision or mission. Charismatic leaders may use vision statements to
"imprint" on followers an overarching goal and purpose. Once a vision and vision statement are
established, the leader then communicates high performance expectations and expresses confidence that
followers can attain them. This enhances follower self-esteem and self-confidence.
Next, the leader conveys, through words and actions, a new set of values and, by his or her behavior, sets
an example for followers to imitate. Finally, the charismatic leader engages in emotion-inducing and
often unconventional behavior to demonstrate courage and convictions about the vision. There is an
emotional contagion in charismatic leadership whereby followers "catch" the emotions their leader is
conveying.
158) What are the key dimensions that underlie the concept of trust?
Answer: The key dimensions that underlie the concept of trust are integrity, competence, consistency, loyalty, and
openness.
a) Integrity refers to honesty and truthfulness.
b) Competence encompasses an individual's technical and interpersonal knowledge and skills.
c) Consistency relates to an individual's reliability, predictability, and good judgment in handling
situations.
d) Loyalty is the willingness to protect and save face for another person.
e) The final dimension of trust is openness, or the degree to which a person can be counted on to provide
the full truth.
159) Why would a leader want to be a mentor?

Answer: Mentoring relationships provide personal benefits to mentors themselves. The mentor-protégé
relationship gives the mentor unfiltered access to the attitudes and feelings of lower-ranking employees.
Protégés can be an excellent source of early warning signals that identify potential problems. Research
suggests that mentor commitment to a program is key to its effectiveness, so if a program is to be
successful, it's critical that mentors be on board and see the relationship as beneficial to themselves and
the protégé. It's also important that the protégé feel that he has input into the relationship; if it's
something he feels is foisted on him, he'll just go through the motions, too.
37
160) Explain the principles of Hersey and Blanchard's situational leadership theory.
Answer: Situational leadership is a contingency theory that focuses on the followers. Successful leadership is
achieved by selecting the right leadership style, which they argue is contingent on the level of the
followers' readiness. The emphasis on the followers in leadership effectiveness reflects the reality that it is
the followers who accept or reject the leaders. Readiness refers to the extent to which people have the
ability and willingness to accomplish a specific task. SLT says if a follower is unable and unwilling to do
a task, the leader needs to give clear and specific directions; if followers are unable and willing, the leader
needs to display high task orientation to compensate for the followers' lack of ability and high
relationship orientation to get the follower to "buy into" the leader's desires; if followers are able and
unwilling, the leader needs to use a supportive and participative style; and if the employee is both able
and willing, the leader doesn't need to do much.
161) Compare and contrast Hersey and Blanchard's situational leadership theory with House's path-goal theory.
Answer: Hersey and Blanchard's situation leadership theory is a contingency theory that focuses on the followers.
Successful leadership is achieved by selecting the right leadership style, which Hersey and Blanchard
argue is contingent on the level of the followers' readiness. The emphasis on the followers in leadership
effectiveness reflects the reality that it is the followers who accept or reject the leaders. The term readiness
refers to the extent to which people have the ability and willingness to accomplish a specific task. SLT
says if a follower is unable and unwilling to do a task, the leader needs to give clear and specific
directions; if followers are unable and willing, the leader needs to display high task orientation to
compensate for the followers' lack of ability and high relationship orientation to get the follower to "buy
into" the leader's desires; if followers are able and unwilling, the leader needs to use a supportive and
participative style; and if the employee is both able and willing, the leader doesn't need to do much.
Path-goal theory was developed by Robert House. The essence of the theory is that it's the leader's job to
assist followers in attaining their goals and to provide the necessary direction and/or support to ensure
that their goals are compatible with the overall objectives of the group or organization. The term
path-goal is derived from the belief that effective leaders clarify the path to help their followers get from
where they are to the achievement of their work goals and make the journey along the path easier by
reducing roadblocks. House identified four leadership behaviors. The directive leader lets followers
know what is expected of them, schedules work to be done, and gives specific guidance as to how to
accomplish tasks. The supportive leader is friendly and shows concern for the needs of followers. The
participative leader consults with followers and uses their suggestions before making a decision. The
achievement-oriented leader sets challenging goals and expects followers to perform at their highest
level. House assumes that leaders are flexible and that the same leader can display any or all of these
behaviors depending on the situation.
162) What is the difference between transactional leadership and transformational leadership?
Answer: Transactional leaders guide or motivate their followers in the direction of established goals by clarifying
role and task requirements. Transformational leaders inspire followers to transcend their own
self-interests for the good of the organization. Transformational leadership is built on top of transactional
leadership - it produces levels of follower effort and performance that go beyond what would occur with
a transactional approach alone.
163) How has online communication changed the skill requirements of today's business leaders?
Answer: Today's managers and their employees are increasingly being linked by networks rather than
geographical proximity. Examples include managers who regularly use e-mail to communicate with their
staff, managers overseeing virtual projects or teams, and managers whose telecommuting employees are
linked to the office by a computer and modem. Today's online leaders must be highly skilled at
communicating through words without the benefit of nonverbal cues. They must also use structure, tone,
and style to convey their messages effectively. Finally, online communication requires leaders to enhance
their interpretive skills, so they can successfully "read between the lines" of messages.
38
164) What "breakthrough" resulted in consistent and strong support for traits as predictors of leadership?
Answer: When researchers began organizing traits around the Big Five personality framework, it became clear
that most of the dozens of traits that emerged in various leadership reviews could be subsumed under
one of the Big Five. This approach resulted in consistent and strong support for traits as predictors of
leadership emergence.
165) What are the implications of the behavioral theories of leadership?

Answer: If trait research had been successful, it would have provided a basis for selecting the "right" persons to
assume formal positions in groups and organizations requiring leadership. In contrast, if behavioral
studies were to turn up critical behavioral determinants of leadership, we could train people to be
leaders. The difference between trait and behavioral theories, in terms of application, lies in their
underlying assumptions. If trait theories were valid, then leaders are born rather than made. On the other
hand, if there were specific behaviors that identified leaders, then we could teach leadership - we could
design programs that implanted these behavioral patterns in individuals who desired to be effective
leaders.
166) Are charismatic leaders born or made?

Answer: Charismatic leaders are born with their qualities. Studies of identical twins have found that they score
similarly on charismatic leadership measures, even if they were raised in different households and had
never met. Research suggests that personality is also related to charismatic leadership. Charismatic
leaders are likely to be extraverted, self-confident, and achievement oriented.
Additionally, people can actually learn how to be charismatic leaders. Although a small minority thinks
that charisma cannot be learned, most experts now believe that individuals can be trained to exhibit
charismatic behaviors and can thus enjoy the benefits that accompany being labeled "a charismatic
leader." Just because we inherit certain tendencies doesn't mean that we can't learn to change.
39
Answer Key
Testname: C10
1) A
2) C
3) D
4) D
5) E
6) C
7) E
8) E
9) B
10) D
11) E
12) A
13) E
14) B
15) D
16) B
17) B
18) B
19) C
20) A
21) C
22) B
23) D
24) C
25) C
26) A
27) A
28) D
29) C
30) E
31) A
32) D
33) D
34) D
35) C
36) E
37) E
38) E
39) A
40) E
41) C
42) D
43) C
44) A
45) C
46) D
47) D
48) A
49) D
50) E
40
Answer Key
Testname: C10
51) A
52) E
53) D
54) D
55) A
56) E
57) A
58) C
59) A
60) B
61) E
62) C
63) D
64) B
65) C
66) B
67) D
68) D
69) A
70) E
71) C
72) E
73) A
74) D
75) E
76) E
77) B
78) E
79) D
80) A
81) B
82) C
83) A
84) B
85) B
86) E
87) TRUE
88) TRUE
89) FALSE
90) FALSE
91) TRUE
92) TRUE
93) TRUE
94) FALSE
95) FALSE
96) TRUE
97) TRUE
98) FALSE
99) TRUE
100) TRUE
41
Answer Key
Testname: C10
101) FALSE
102) TRUE
103) FALSE
104) TRUE
105) FALSE
106) FALSE
107) TRUE
108) TRUE
109) FALSE
110) TRUE
111) FALSE
112) FALSE
113) TRUE
114) TRUE
115) TRUE
116) TRUE
117) TRUE
118) TRUE
119) FALSE
120) FALSE
121) TRUE
122) FALSE
123) TRUE
124) TRUE
125) TRUE
126) FALSE
127) FALSE
128) TRUE
129) TRUE
130) TRUE
131) TRUE
132) TRUE
133) TRUE
134) TRUE
135) TRUE
136) FALSE
137) TRUE
138) TRUE
139) FALSE
140) FALSE
141) TRUE
142) FALSE
143) FALSE
144) The Ohio State studies proposed that two categories accounted for most of the leadership behavior described by
employees. They called these two dimensions initiating structure and consideration.
a) Initiating structure refers to the extent to which a leader is likely to define and structure his or her role and those of
employees in the search for goal attainment.
b) Consideration is described as the extent to which a person is likely to have job relationships that are characterized by
mutual trust, respect for employees' ideas, and regard for their feelings.
42
Answer Key
Testname: C10
145) Path-goal theory made several predictions:

a) Directive leadership leads to greater satisfaction when tasks are ambiguous or stressful than when they are highly
structured and well laid out.
b) Supportive leadership results in high employee performance and satisfaction when employees are performing
structured tasks.
c) Directive leadership is likely to be perceived as redundant among employees with high perceived ability or with
considerable experience.
d) Employees with an internal locus of control will be more satisfied with a participative style.
e) Achievement-oriented leadership will increase employees' expectancies that effort will lead to high performance
when tasks are ambiguously structured.
146) Fiedler and Joe Garcia re-conceptualized Fiedler's contingency model. They focused on the role of stress as a form of
situational unfavorableness and how a leader's intelligence and experience influence his or her reaction to stress. The
essence of the theory is that stress is the enemy of rationality. Fiedler and Garcia found that a leader's intellectual
abilities correlate positively with performance under low stress but negatively under high stress. According to the
theory, it's the level of stress in the situation that determines whether an individual's intelligence and experience will
contribute to leadership performance.
147) Victor Vroom and Phillip Yetton developed a model that related leadership behavior and participation in decision
making. Recognizing that task structures have varying demands for routine and non-routine activities, these
researchers argued that leader behavior must adjust to reflect the task structure. The model was normative - it
provided a sequential set of rules that should be followed in determining the form and amount of participation in
decision making, as determined by different types of situations. The model was a decision tree incorporating seven
contingencies and five alternative leadership styles.
148) Framing is a way of communicating to shape meaning. It is a way for leaders to influence how others see and
understand events. It includes selecting and highlighting one or more aspects of a subject while excluding others.
Framing is especially important to an aspect of leadership ignored in the traditional theories of leadership: the ability
of the leader to inspire others to act beyond their immediate self-interest.
149) Leadership is defined as the ability to influence a group toward the achievement of goals. Leadership is about coping
with change, management is about coping with complexity. Good management brings about order and consistency by
drawing up formal plans, designing rigid organization structures, and monitoring results against plans. Management
consists of implementing the vision and strategy provided by leaders, coordinating and staffing the organization, and
handling day-to-day problems.
150) This theory argues that because of time pressures, leaders establish a special relationship with a small group of their
followers. These individuals make up the in-group - they are trusted, get a disproportionate amount of the leader's
attention, and are more likely to receive special privileges. Other followers fall into the out-group. They get less of the
leader's time, fewer of the preferred rewards that the leader controls, and have leader-follower relations based on
formal authority interactions. The leader implicitly categorizes the follower as an "in" or "out" and that relationship is
relatively stable over time.
43
Answer Key
Testname: C10
151) There is an increasing body of research that shows impressive correlations between charismatic leadership and high
performance and satisfaction among followers. People working for charismatic leaders are motivated to exert extra
work effort and, because they like and respect their leader, express greater satisfaction. It also appears that
organizations with charismatic CEOs are more profitable. And charismatic college professors enjoy higher course
evaluations. However, there is a growing body of evidence indicating that charisma may not always be generalizable;
that is, its effectiveness may depend on the situation. Charisma appears to be most successful when the follower's task
has an ideological component or when the environment involves a high degree of stress and uncertainty. This may
explain why, when charismatic leaders surface, it's likely to be in politics, religion, wartime, or when a business firm is
in its infancy or facing a life-threatening crisis.
In addition to ideology and uncertainty, another situational factor limiting charisma appears to be level in the
organization. Remember that the creation of a vision is a key component of charisma. But visions typically apply to
entire organizations or major divisions. They tend to be created by top executives. Charisma therefore probably has
more direct relevance to explaining the success and failures of chief executives than of lower-level managers. So even
though an individual may have an inspiring personality, it's more difficult to utilize the person's charismatic
leadership qualities in lower-level management jobs. Lower-level managers can create visions to lead their units. It's
just harder to define such visions and align them with the larger goals of the organization as a whole.
Finally, charismatic leadership may affect some followers more than others. Research suggests, for example, that
people are especially receptive to charismatic leadership when they sense a crisis, when they are under stress, or when
they fear for their lives. More generally, some peoples' personalities are especially susceptible to charismatic
leadership.18 Consider self-esteem. If an individual lacks self-esteem and questions his self-worth, he is more likely to
absorb a leader's direction rather than establish his own way of leading or thinking.
152) The leader-member exchange (LMX) theory argues that because of time pressures, leaders establish a special
relationship with a small group of their followers. These individuals make up the in-group-they are trusted, get a
disproportionate amount of the leader's attention, and are more likely to receive special privileges. Other followers fall
into the out-group. They get less of the leader's time, fewer of the preferred rewards that the leader controls, and have
leader-follower relations based on formal authority interactions. The theory proposes that early in the history of the
interaction between a leader and a given follower, the leader implicitly categorizes the follower as an "in" or an "out"
and that relationship is relatively stable over time. The theory and research surrounding it provide substantive
evidence that leaders do differentiate among followers; that these disparities are far from random; and that followers
with in-group status will have higher performance ratings, lower turnover intentions, greater satisfaction with their
superior, and higher overall satisfaction than will the out-group. These positive findings for in-group members are
consistent with our knowledge of the self-fulfilling prophesy.
153) Blake and Mouton proposed a managerial grid based on the styles of concern for people and concern for production.
This grid shows the dominating factors in a leader's thinking in regard to getting results. Managers were found to
perform best under a 9,9 style. The dimensions represent the Ohio State dimensions of consideration and initiating
structure and the Michigan dimensions of employee oriented and production oriented.
44
Answer Key
Testname: C10
154) Fred Fiedler developed the first comprehensive contingency model for leadership. This model proposes that effective
group performance depends upon the proper match between the leader's style and the degree to which the situation
gives control to the leader.
The least preferred co-worker (LPC) questionnaire is used to determine what the leader's basic style is. Sixteen
contrasting adjectives are used to ask respondents to describe their least-preferred co-worker. If the least preferred
co-worker is described in relatively positive terms (a high LPC score), then the respondent is primarily interested in
good personal relations with this co-worker. This person is considered relationship oriented. If the least preferred
co-worker is primarily interested in productivity, they would be labeled task oriented. Fiedler assumes that an
individual's leadership style is fixed.
Fiedler identified three contingency dimensions that define the key situational factors that determine leadership
effectiveness.
a) Leader-member relations are the degree of confidence, trust, and respect members have in their leader.
b) Task structure is the degree to which the job assignments are procedurized.
c) Position power is the degree of influence a leader has over power variables such as hiring, firing, discipline,
promotions, and salary increases.
The better the leader-member relations, the more highly structured the job, and the stronger the position power, the
more control the leader has. With knowledge of an individual's LPC and an assessment of the three contingency
variables, Fiedler proposes matching them up to achieve maximum leadership effectiveness. Task-oriented leaders
tend to perform better in situations that were very favorable to them and in situations that were very unfavorable.
Relationship oriented leaders perform better in moderately favorable situations. Fiedler has suggested recently that
task-oriented leaders perform best in situations of high and low control, while relationship-oriented leaders perform
best in moderate control situations.
There are two ways to improve leader effectiveness. You can change the leader to fit the situation. The second
alternative would be to change the situation to fit the leader. This could be done by restructuring tasks or increasing or
decreasing the power that the leader has to control factors such as salary increases, promotions, and disciplinary
actions.
155) A vision has clear and compelling imagery that offers an innovative way to improve, which recognizes and draws on
traditions, and connects to actions that people can take to realize change. Vision taps people's emotions and energy.
Properly articulated, a vision creates the enthusiasm that people have for sporting events and other leisure-time
activities, bringing this energy and commitment to the workplace.
The key properties of a vision seem to be inspirational possibilities that are value centered, realizable, with superior
imagery and articulation. Visions should be able to create possibilities that are inspirational, unique, and offer a new
order that can produce organizational distinction. A vision is likely to fail if it doesn't offer a view of the future that is
clearly and demonstrably better for the organization and its members.
45
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“Let us not forget that it is not the want of generous sentiment, but of sufficient
information, that prevents the American people from being united in action
against the aggressive policy of the slave power. Were these simple questions
submitted to-day to the people of the United States:—Are you in favor of the
extension of slavery? Are you in favor of such extension by the aid or connivance of
the federal government? And could they be permitted to record their votes in
response, without embarrassment, without constraint of any kind, nineteen-
twentieths of the people of the free States, and perhaps more than half of the
people of the slave States, would return a decided negative to both.
“Let us have faith in the people. Let us believe, that at heart they are hostile to
the extension of slavery, desirous that the territories of the Union be consecrated
to free labor and free institutions; and that they require only enlightenment as to
the most effectual means of securing this end, to convert their cherished sentiment
into a fixed principle of action.
“The times are pregnant with warning. That a disunion party exists in the South,
no longer admits of a doubt. It accepts the election of Mr. Buchanan as affording
time and means to consolidate its strength and mature its plans, which
comprehend not only the enslavement of Kansas, and the recognition of slavery in
all territory of the United States, but the conversion of the lower half of California
into a slave State, the organization of a new slavery territory in the Gadsden
purchase, the future annexation of Nicaragua and subjugation of Central America,
and the acquisition of Cuba; and, as the free States are not expected to submit to all
this, ultimate dismemberment of the Union, and the formation of a great
slaveholding confederacy, with foreign alliances with Brazil and Russia. It may
assume at first a moderate tone, to prevent the sudden alienation of its Northern
allies; it may delay the development of its plot, as it did under the Pierce
administration; but the repeal of the Missouri compromise came at last, and so will
come upon the country inevitably the final acts of the dark conspiracy. When that
hour shall come, then will the honest Democrats of the free States be driven into
our ranks, and the men of the slave States who prefer the republic of Washington,
Adams and Jefferson—a republic of law, order and liberty—to an oligarchy of
slaveholders and slavery propagandists, governed by Wise, Atchison, Soulé, and
Walker, founded in fraud and violence and seeking aggrandizement by the
spoliation of nations, will bid God speed to the labors of the Republican party to
preserve liberty and the Union, one and inseparable, perpetual and all powerful.
“Washington, D. C., Nov. 27, 1856.”
The Kansas Struggle.
It was the removal of the interdiction against slavery, in all the

territory north of 36° 30′, by the repeal of the Missouri Compromise
which gave legality to the struggle for Kansas, and it was the doctrine
of popular sovereignty which gave an impartial invitation to both
sides to enter the struggle. The aggressive men of both parties
hurried emigrants to the Territory. Each accused the other of
organized efforts, and soon in the height of the excitement these
charges were rather confessed than denied.
A new question was soon evolved by the struggle, for some who
entered from the South took their slaves with them. The Free State
men now contended that slavery was a local institution and confined
to the States where it existed, and that if an emigrant passed into the
territory with his slaves these became free. The Southern view was,
that slaves were recognized as property by the National Constitution;
that therefore their masters had a right to take them there and hold
them under constitutional guarantees, the same as any other
property; that to assert anything else would be to deny the equality of
the States within their common territory, and degrade them from the
rank of equals to that of inferiors. This last proposition had such
force that it would doubtless have received more general recognition
if the North had not felt that the early compact dedicating the
territories north of 36° 30′ to freedom, had been violated. In answer
to this proposition they therefore proclaimed in their platforms and
speeches, and there was no other logical answer, “that freedom was
National, and slavery Sectional.”
We cannot enter upon a full description of the scenes in Kansas,
but bloodshed and rapine soon followed the attempts of the opposing
parties to get control of its government. What were called the
“Border Ruffians” by the Free State men, because of active and
warlike organization in Missouri and upon its borders, in the earlier
parts of the struggle, seemed to have the advantage. They were
supported by friends near at hand at all times, and warlike raids were
frequent. The Free State men had to depend mainly upon New
England for supplies in arms and means, but organizations were in
turn rapidly completed to meet their calls, and the struggle soon
became in the highest degree critical.
The pro-slavery party sustained the Territorial government
appointed by the administration; the anti-slavery party repudiated it,
because of its presumed committal to slavery. The election for
members of the Territorial legislature had been attended with much
violence and fraud, and it was claimed that these things properly
annulled any action taken by that body. A distinct and separate
convention was called at Topeka to frame a State constitution, and
the Free State men likewise elected their own Governor and
Legislature to take the place of those appointed by Buchanan, and
when the necessary preliminaries were completed, they applied for
admission into the Union. After a long and bitter struggle Congress
decided the question by refusing to admit Kansas under the Topeka
Constitution, and by recognizing the authority of the territorial
government. These proceedings took place during the session of
1856–7, which terminated immediately before the inauguration of
President Buchanan.
At the beginning of Buchanan’s administration in 1857, the
Republicans almost solidly faced the Democrats. There still remained
part of the division caused by the American or Know-Nothing party,
but its membership in Congress had already been compelled to show
at least the tendency of their sentiments on the great question which
was now rapidly dividing the two great sections of the Union. The
result of the long Congressional struggle over the admission of
Kansas and Nebraska was simply this: “That Congress was neither to
legislate slavery into any Territory or State, nor to exclude it
therefrom; but to leave the people thereof perfectly free to form and
regulate their domestic institutions in their own way, subject only to
the Constitution of the United States,”[6] and it was specially
prescribed that when the Territory of Kansas shall be admitted as a
State, it shall be admitted into the Union with or without slavery as
the constitution adopted should prescribe at the time of admission.
This was, as it proved, but a temporary settlement on the principle
of popular sovereignty, and was regarded at the time as a triumph of
the views of Stephen A. Douglas by the friends of that great
politician. The more radical leaders of the South looked upon it with
distrust, but the blood of the more excitable in both sections was
rapidly rising toward fever heat, and the border men from the Free
and Slave States alike were preparing to act upon a compromise
which in effect invited a conflict.
The Presidential election in 1856 had singularly enough
encouraged the more aggressive of both sections. Buchanan’s
election was a triumph for the South; Fremont’s large vote showed
the power of a growing party as yet but partially organized, and
crippled by schisms which grew out of the attempt to unite all
elements of opposition to the Democrats. The general plan of the
latter was now changed into an attempt to unite all of the free-soil
elements into a party organization against slavery, and from that
time forward until its total abolition slavery was the paramount issue
in the minds of the more aggressive men of the north. Lincoln voiced
the feelings of the Republicans when he declared in one of his Illinois
speeches:—
“We will, hereafter, speak for freedom, and against slavery, as long
as the Constitution guaranties free speech; until everywhere, on this
wide land, the sun shall shine, and the rain shall fall, and the wind
shall blow upon no man who goes forth to unrequited toil.”
In the Congressional battle over the admission of Kansas and
Nebraska, Douglas was the most conspicuous figure, and the
language which we have quoted from Buchanan’s inaugural was the
literal meaning which Douglas had given to his idea of “popular” or
“squatter sovereignty.”
Prior to the Kansas struggle the Free Soilers of the North had
regarded Douglas as an ally of the South, and his admitted ambition
for the Presidency gave color to this suspicion. He it was who
reported and carried through Congress the bill for the repeal of the
Missouri Compromise, a measure which at that time was thought to
obstruct Southern designs in the territories of the great West, but
this repeal proved in fact the first plain steps toward the freedom of
the territories. Having repealed that compromise, something must
take its place, and what better than “popular sovereignty,” thought
Douglas. Territories contiguous to the Slave States, or in the same
latitude, would thus naturally revert to slavery; while those farther
north, and at that time least likely of early settlement, would be
dedicated to freedom. There was a grave miscalculation just here.
Slave-owners were not apt to change their homesteads, and could
not with either profit or convenience carry their property to new
lands which might or might not be fruitful in the crops best adapted
to slave labor. Slave-owners were few in number compared with the
free citizens of the North and the thousands of immigrants annually
landing on our shores. People who had once moved from the New
England or Middle States westward, were rather fond of it, and many
of these swelled the tide which constantly sought homes in the
territories; and where these did not go in person their sons and
daughters were quite willing to imitate the early adventures of their
parents. All these counted for the North under the doctrine of
“popular sovereignty,” and it was the failure of that doctrine to aid
the South which from this time forward caused that section to
mistrust the friendship of Douglas.
No political writer has since questioned his motives, and we doubt
if it can be done successfully. His views may have undergone some
change since 1850, and it would be singular if they had not; for a
mind as discerning as his could hardly fail to note the changes going
on all about him, and no where more rapidly than in his own State.
He thought his doctrine at least adapted to the time, and he stood by
it with rare bravery and ability. If it had been accepted by the
Republicans, it would have been fatal to their organization as a party.
We doubt the ability of any party to stand long upon any mere
compromise, made to suit the exigencies and avoid the dangers of
the moment. It may be said that our government, first based on a
confederacy and then a constitution, with a system of checks and
balances, with a division of power between the people and the States,
is but a compromise; but the assertion will not hold good. These
things were adopted because of a belief at the time that they were in
themselves right, or as nearly right as those who participated in their
adoption were given to see the right. There was certainly no attempt
at a division of right and wrong, and the closest investigation will
show nothing beyond a surrender of power for the good of all, which
is in itself the very essence and beginning of government.
We have said that Douglas fought bravely for his idea, and every
movement in his most remarkable campaign with Lincoln for the U.
S. Senate demonstrated the fact. The times were full of agitation and
excitement, and these were increased when it became apparent that
Buchanan’s administration would aid the effort to make Kansas a
slave State. Douglas was the first to see that the application of
administration machinery to his principle, would degrade and rob it
of its fairness. He therefore resented Buchanan’s interference, and in
turn Buchanan’s friends sought to degrade him by removing him
from the chairmanship of the Senate Committee on Territories, the
position which had given him marked control over all questions
pertaining to the organization of territories and the admission of new
States.
The Lincoln and Douglas Debate.
The Senatorial term of Douglas was drawing near to its close, when
in July, 1858, he left Washington to enter upon the canvass for re-
election. The Republican State Convention of Illinois had in the
month previous met at Springfield, and nominated Abraham Lincoln
as a candidate for United States Senator, this with a view to pledge
all Republican members of the Legislature to vote for him—a practice
since gone into disuse in most of the States, because of the rivalries
which it engenders and the aggravation of the dangers of defeat sure
to follow in the selection of a candidate in advance. “First get your
goose, then cook it,” inelegantly describes the basic principles of
improved political tactics. But the Republicans, particularly of the
western part of Illinois, had a double purpose in the selection of
Lincoln. He was not as radical as they, but he well represented the
growing Republican sentiment, and he best of all men could cope
with Douglas on the stump in a canvass which they desired should
attract the attention of the Nation, and give shape to the sentiment of
the North on all questions pertaining to slavery. The doctrine of
“popular sovereignty” was not acceptable to the Republicans, the
recent repeal of the Missouri compromise having led them, or the
more radical portion of them, to despise all compromise measures.
The plan of the Illinois Republicans, if indeed it was a well-settled
plan, accomplished even more than was anticipated, though it did
not result in immediate success. It gave to the debate which followed
between Lincoln and Douglas a world-wide celebrity, and did more
to educate and train the anti-slavery sentiment, taken in connection
with the ever-growing excitement in Kansas, than anything that
could have happened.
Lincoln’s speech before the convention which nominated him,
gave the first clear expression to the idea that there was an
“irrepressible conflict” between freedom and slavery. Wm. H. Seward
on October 25th following, at Rochester, N. Y., expressed the same
idea in these words:
“It is an irrepressible conflict between opposing and enduring
forces, and it means that the United States will sooner or later
become either an entire slaveholding Nation, or an entirely free labor
Nation.”
Lincoln’s words at Springfield, in July, 1858, were:
“If we could first know where we are, and whither we are tending,
we could better judge what to do, and how to do it. We are now far
into the fifth year, since a policy was initiated with the avowed
object, and confident promise of putting an end to the slavery
agitation. Under the operation of that policy, that agitation has not
only not ceased, but has constantly augmented. In my opinion it will
not cease, until a crisis shall have been reached and passed. ‘A house
divided against itself cannot stand.’ I believe this government cannot
endure permanently half slave and half free. I do not expect the
Union to be dissolved—I do not expect the house to fall—but I do
expect it will cease to be divided. It will become all one thing, or all
the other. Either the opponents of slavery will arrest the further
spread of it, and place it where the public mind shall rest in the belief
that it is in the course of ultimate extinction; or its advocates will
push it forward, till it shall become alike lawful in all the States, old
as well as new—North as well as South.”
Douglas arrived in Chicago on the 9th of July, and was warmly
received by enthusiastic friends. His doctrine of “popular
sovereignty” had all the attractions of novelty and apparent fairness.
For months it divided many Republicans, and at one time the New
York Tribune showed indications of endorsing the position of
Douglas—a fact probably traceable to the attitude of jealousy and
hostility manifested toward him by the Buchanan administration.
Neither of the great debaters were to be wholly free in the coming
contest. Douglas was undermined by Buchanan, who feared him as a
rival, and by the more bitter friends of slavery, who could not see
that the new doctrine was safely in their interest; but these things
were dwarfed in the State conflict, and those who shared such
feelings had to make at least a show of friendship until they saw the
result. Lincoln was at first handicapped by the doubts of that class of
Republicans who thought “popular sovereignty” not bad Republican
doctrine.
On the arrival of Douglas he replied to Lincoln’s Springfield
speech; on the 16th he spoke at Bloomington, and on the 17th, in the
afternoon, at Springfield. Lincoln had heard all three speeches, and
replied to the last on the night of the day of its delivery. He next
addressed to Douglas the following challenge to debate:
Chicago, July 24th, 1858.
Hon. S. A. Douglas:—My Dear Sir:—Will it be agreeable to you to make an

arrangement to divide time, and address the same audience, during the present
canvass? etc. Mr. Judd is authorized to receive your answer, and if agreeable to
you, to enter into terms of such agreement, etc.
Your obedient servant,

A. Lincoln.
Douglas promptly accepted the challenge, and it was arranged that

there should be seven joint debates, each alternately opening and
closing, the opening speech to occupy one hour, the reply one hour
and a half, and the closing half an hour. They spoke at Ottawa,
August 21st; Freeport, August 27th; Jonesboro’, September 15th;
Charleston, September 18th; Galesburg, October 7th; Quincy,
October 13th; and Alton, October 15th. We give in Book III of this
volume their closing speeches in full.
Great crowds attended, and some of the more enterprising daily
journals gave phonographic reports of the speeches. The enthusiasm
of the North soon ran in Lincoln’s favor, though Douglas had hosts of
friends; but then the growing and the aggressive party was the
Republican, and even the novelty of a new and attractive doctrine
like that of “popular sovereignty” could not long divert their
attention. The prize suspended in view of the combatants was the
United States Senatorship, and to close political observers this was
plainly within the grasp of Douglas by reason of an apportionment
which would give his party a majority in the Legislature, even though
the popular majority should be twenty thousand against him—a
system of apportionment, by the way, not confined to Illinois alone,
or not peculiar to it in the work of any of the great parties at any
period when party lines were drawn.
Buchanan closely watched the fight, and it was charged and is still
believed by the friends of the “Little Giant,” that the administration
secretly employed its patronage and power to defeat him. Certain it
is that a few prominent Democrats deserted the standard of Douglas,
and that some of them were rewarded. In the heat of the battle,
however, Douglas’ friends were careless of the views of the
administration. He was a greater leader than Buchanan, and in
Illinois at least he overshadowed the administration. He lacked
neither money nor friends. Special trains of cars, banners, cannon,
bands, processions, were all supplied with lavish hands. The
democracy of Illinois, nor yet of any other State, ever did so well
before or since, and if the administration had been with him this
enthusiasm might have spread to all other States and given his
doctrine a larger and more glorious life. Only the border States of the
South, however, saw opportunity and glory in it, while the office-
holders in other sections stood off and awaited results.
Lincoln’s position was different. He, doubtless, early realized that
his chances for election were remote indeed, with the apportionment
as it was, and he sought to impress the nation with the truth of his
convictions, and this without other display than the force of their
statement and publication. Always a modest man, he was never more
so than in this great battle. He declared that he did not care for the
local result, and in the light of what transpired, the position was
wisely taken. Douglas was apparently just as earnest, though more
ambitious; for he declared in the vehemence of the advocacy of his
doctrine, that “he did not care whether slavery was voted up or voted
down.” Douglas had more to lose than Lincoln—a place which his
high abilities had honored in the United States Senate, and which
intriguing enemies in his own party made him doubly anxious to
hold. Beaten, and he was out of the field for the Presidency, with his
enthroned rival a candidate for re-election. Successful, and that rival
must leave the field, with himself in direct command of a great
majority of the party. This view must have then been presented, but
the rapid rise in public feeling made it in part incorrect. The
calculation of Douglas that he could at one and the same time retain
the good will of all his political friends in Illinois and those of the
South failed him, though he did at the time, and until his death,
better represent the majority of his party in the whole country than
any other leader.
At the election which followed the debate, the popular choice in
the State as a whole was for Lincoln by 126,084 to 121,940 for
Douglas; but the apportionment of 1850 gave to Douglas a plain
majority of the Senators and Representatives.
At the Freeport meeting, August 27th, there were sharp questions
and answers between the debaters. They were brought on by Lincoln,
who, after alluding to some questions propounded to him at Ottawa,
said:
“I now propose that I will answer any of the interrogatories, upon
condition that he will answer questions from me not exceeding the
same number, to which I give him an opportunity to respond. The
judge remains silent; I now say that I will answer his interrogatories,
whether he answer mine or not, and that after I have done so I shall
propound mine to him.
“I have supposed myself, since the organization of the Republican
party at Bloomington in May, 1856, bound as a party man by the
platforms of the party, there, and since. If, in any interrogatories
which I shall answer, I go beyond the scope of what is within these
platforms, it will be perceived that no one is responsible but myself.
“Having said thus much, I will take up the judge’s interrogatories
as I find them printed in the Chicago Times, and answer them
seriatim. In order that there may be no mistake about it, I have
copied the interrogatories in writing, and also my answers to them.
The first one of these interrogatories is in these words:
Question 1.—I desire to know whether Lincoln to-day stands, as he
did in 1854, in favor of the unconditional repeal of the Fugitive Slave
Law?
Answer.—I do not now, nor ever did, stand in favor of the
unconditional repeal of the Fugitive Slave Law.
Q. 2.—I desire him to answer whether he stands pledged to-day, as
he did in 1854, against the admission of any more slave States into
the Union, even if the people want them?
A.—I do not now, nor ever did, stand pledged against the
admission of any more slave States into the Union.
Q. 3—I want to know, whether he stands pledged against the
admission of a new State into the Union, with such a Constitution as
the people of the State may see fit to make?
A.—I do not stand pledged against the admission of a new State
into the Union, with such a Constitution as the people of the State
may see fit to make.
Q. 4.—I want to know whether he stands to-day pledged to the
abolition of slavery in the District of Columbia?
A.—I do not stand to-day pledged to the abolition of slavery in the
District of Columbia.
Q. 5.—I desire him to answer whether he stands pledged to the
prohibition of the slave trade between the different States?
A.—I do not stand pledged to prohibition of the slave trade
between the different States.
Q. 6.—I desire to know whether he stands pledged to prohibit
slavery in all the Territories of the United States, North as well as
South of the Missouri Compromise line?
A.—I am impliedly, if not expressly, pledged to a belief in the RIGHT
and DUTY of Congress to prohibit slavery in all of the United States’
Territories.
Q. 7.—I desire him to answer, whether he is opposed to the
acquisition of any new territory, unless slavery is first prohibited
therein?
A.—I am not generally opposed to honest acquisition of territory;
and in any given case, I would or would not oppose such acquisition,
according as I might think such acquisition would or would not
aggravate the slavery question among ourselves.
“Now, my friends, it will be perceived upon an examination of
these questions and answers, that so far, I have only answered that I
was not pledged to this, that, or the other.
The judge has not framed his interrogatories to ask me anything
more than this and I have answered in strict accordance with the
interrogatories, and have answered truly, that I am not pledged at all
upon any of the points to which I have answered. But I am not
disposed to hang upon the exact form of his interrogatories. I am
rather disposed to take up, at least some of these questions, and state
what I really think upon them.
“The fourth one is in regard to the abolition of slavery in the
District of Columbia. In relation to that, I have my mind very
distinctly made up. I should be very glad to see slavery abolished in
the District of Columbia. I believe that Congress possesses the
constitutional power to abolish it. Yet, as a member of Congress, I
should not, with my present views, be in favor of endeavoring to
abolish slavery in the District of Columbia, unless it should be upon
these conditions: First, That the abolition should be gradual;
Second, That it should be on a vote of a majority of qualified voters
in the District; and Third, That compensation should be made to
unwilling owners. With these three conditions, I confess I would be
exceedingly glad to see Congress abolish slavery in the District of
Columbia, and in the language of Henry Clay, ‘sweep from our
Capital that foul blot upon our nation.’
I now proceed to propound to the judge the interrogatories, so far
as I have framed them. I will bring forward a new instalment when I
get them ready. I will bring now only four. The first one is:—
1. If the people of Kansas shall, by means entirely unobjectionable
in all other respects, adopt a State Constitution and ask admission
into the Union under it before they have the requisite number of
inhabitants, according to the English bill—some ninety-three
thousand—will he vote to admit them?
2. Can the people of the United States Territory, in any lawful way,
against the wish of any citizen of the United States, exclude slavery
from its limits prior to the formation of a State Constitution?
3. If the Supreme Court of the United States shall decide that
States cannot exclude slavery from their limits, are you in favor of
acquiescing in, adopting and following such decision as a rule of
political action?
4. Are you in favor of acquiring additional territory in disregard of
how much acquisition may affect the nation on the slavery question?
To these questions Mr. Douglas said: “In reference to Kansas, it is
my opinion that, as she has population enough to constitute a slave
State, she has people enough for a free State. I hold it to be a sacred
rule of universal application, to require a Territory to contain the
requisite population for a member of Congress, before it is admitted
as a State into the Union.
2. “It matters not what way the Supreme Court may hereafter
decide, as to the abstract question whether slavery may or may not
go into a Territory under the Constitution, the people have the lawful
means to introduce it, or exclude it as they please, for the reason that
slavery cannot exist a day, or an hour, anywhere, unless it is
supported by local police regulations. These police regulations can
only be established by the local legislature, and if the people are
opposed to slavery, they will elect representatives to that body, who
will, by unfriendly legislation, effectually prevent the introduction of
it into their midst. If, on the contrary, they are for it, their legislation
will favor its extension. Hence, no matter what the decision of the
Supreme Court may be on that abstract question, still the right of the
people to make a slave Territory or a free Territory is perfect and
complete under the Nebraska bill.
“3. The third question which Mr. Lincoln presented is, if the
Supreme Court of the United States shall decide that a State of this
Union cannot exclude slavery from its own limits, will I submit to it?
I am amazed that Mr. Lincoln should ask such a question.
“He casts an imputation upon the Supreme Court of the United
States by supposing that they would violate the constitution of the
United States. I tell him that such a thing is not possible. It would be
an act of moral treason that no man on the bench could ever descend
to. Mr. Lincoln, himself, would never, in his partisan feelings, so far
forget what was right as to be guilty of such an act.
“4. With our natural increase, growing with a rapidity unknown in
any other part of the globe, with the tide of emigration that is fleeing
from despotism in the old world, to seek refuge in our own, there is a
constant torrent pouring into this country that requires more land,
more territory upon which to settle, and just as fast as our interests
and our destiny require an additional territory in the North, in the
South, or on the Island of the Ocean, I am for it, and when we require
it, will leave the people, according to the Nebraska bill, free to do as
they please on the subject of slavery, and every other question.”
The bitterness of the feelings aroused by the canvass and boldness
of Douglas, can both be well shown by a brief abstract from his
speech at Freeport. He had persisted in calling the Republicans
“Black Republicans,” although the crowd, the great majority of which
was there against him, insisted that he should say “White
Republican.” In response to these oft repeated demands, he said:—
“Now, there are a great many Black Republicans of you who do not
know this thing was done. (“White, white,” and great clamor). I wish
to remind you that while Mr. Lincoln was speaking, there was not a
Democrat vulgar and blackguard enough to interrupt him. But I now
that the shoe is pinching you. I am clinching Lincoln now, and you
are scared to death for the result. I have seen this thing before. I have
seen men make appointments for discussions and the moment their
man has been heard, try to interrupt and prevent a fair hearing of the
other side. I have seen your mobs before and defy your wrath.
(Tremendous applause.)
“My friends, do not cheer, for I need my whole time.
“I have been put to severe tests. I have stood by my principles in
fair weather and in foul, in the sunshine and in the rain. I have
defended the great principle of self-government here among you
when Northern sentiment ran in a torrent against me, and I have
defended that same great principle when Southern sentiment came
down like an avalanche upon me. I was not afraid of any test they put
to me. I knew I was right—I knew my principles were sound—I knew
that the people would see in the end that I had done right, and I
knew that the God of Heaven would smile upon me if I was faithful in
the performance of my duty.”
As an illustration of the earnestness of Lincoln’s position we need
only quote two paragraphs from his speech at Alton:—
“Is slavery wrong? That is the real issue. That is the issue that will
continue in this country when these poor tongues of Judge Douglas
and myself shall be silent. It is the eternal struggle between these two
principles—right and wrong—throughout the world. They are two
principles that have stood face to face from the beginning of time;
and will ever continue to struggle. The one is the common right of
humanity, and the other the divine right of Kings. It is the same
principle in whatever shape it develops itself. It is the same spirit
that says, ‘you work and toil, and earn bread, and I’ll eat it.’ No
matter in what shape it comes, whether from the mouth of a King
who seeks to bestride the people of his own nation and life by the
fruit of their labor, or from one race of men as an apology for
enslaving another race, it is the same tyrannical principle.”
And again:—
“On this subject of treating it as a wrong, and limiting its spread,
let me say a word. Has anything ever threatened the existence of this
Union save and except this very institution of slavery? What is it that
we hold most dear among us? Our own liberty and prosperity. What
has ever threatened our liberty and prosperity save and except this
institution of slavery? If this is true, how do you propose to improve
the condition of things? by enlarging slavery?—by spreading it out
and making it bigger? You may have a wen or cancer upon your
person and not be able to cut it out, lest you bleed to death; but
surely it is no way to cure it, to engraft it and spread it over your
whole body. That is no proper way of treating what you regard a
wrong. You see this peaceful way of dealing with it as a wrong—
restricting the spread of it, and not allowing it to go into new
countries where it has not already existed. That is the peaceful way,
the old-fashioned way, the way in which the fathers themselves set us
the example.”
The administration of Pierce had left that of Buchanan a
dangerous legacy. He found the pro-slavery party in Congress
temporarily triumphant, it is true, and supported by the action of
Congress in rejecting the Topeka constitution and recognizing the
territorial government, but he found that that decision was not
acceptable either to the majority of the people in the country or to a
rapidly rising anti-slavery sentiment in the North. Yet he saw but one
course to pursue, and that was to sustain the territorial government,
which had issued the call for the Lecompton convention. He was
supported in this view by the action of the Supreme Court, which had
decided that slavery existed in Kansas under the constitution of the
United States, and that the people therein could only relieve
themselves of it by the election of delegates who would prohibit it in
the constitution to be framed by the Lecompton convention. The
Free State men refused to recognize the call, made little, if any,
preparation for the election, yet on the last day a number of them
voted for State officials and a member of Congress under the
Lecompton constitution. This had the effect of suspending hostilities
between the parties, yet peace was actually maintained only by the
intervention of U. S. troops, under the command of Col. Sumner,
who afterwards won distinction in the war of the rebellion. The Free
State people stood firmly by their Topeka constitution, and refused
to vote on questions affecting delegates to the Lecompton
convention. They had no confidence in Governor Walker, the
appointee of President Buchanan, and his proclamations passed
unheeded. They recognized their own Governor Robinson, who in a
message dated December 7th, 1857, explained and defended their
position in these words:
“The convention which framed the constitution at Topeka
originated with the people of Kansas territory. They have adopted
and ratified the same twice by a direct vote, and also indirectly
through two elections of State officers and members of the State
Legislature. Yet it has pleased the administration to regard the whole
proceeding as revolutionary.”
The Lecompton convention, proclaimed by Governor Walker to be
lawfully constituted, met for the second time, Sept. 4th, 1857, and
proceeded to frame a constitution, and adjourned finally Nov. 7th. A
large majority of the delegates, as in the first, were of course pro-
slavery, because of the refusal of the anti-slavery men to participate
in the election. It refused to submit the whole constitution to the
people, it is said, in opposition to the desire of President Buchanan,
and part of his Cabinet. It submitted only the question of whether or
not slavery should exist in the new State, and this they were required
to do under the Kansas-Nebraska act, if indeed they were not
required to submit it all. Yet such was the hostility of the pro-slavery
men to submission, that it was only by three majority the proposition
to submit the main question was adopted—a confession in advance
that the result was not likely to favor their side of the controversy.
But six weeks’ time was also allowed for preparation, the election
being ordered for Dec. 21st, 1857. Still another advantage was taken
in the printing of the ballots, as ordered by the convention. The
method prescribed was to endorse the ballots, “Constitution with
Slavery,” and “Constitution with no Slavery,” thus compelling the
voter, however adverse his views, as to other parts of the
Constitution, to vote for it as a whole. As a consequence, (at least this
was given as one of the reasons) the Free State men as a rule refused
to participate in the election, and the result as returned was 6,143
votes in favor of slavery, and 589 against it. The constitution was
announced as adopted, an election was ordered on the first Monday
of January, 1858, for State officers, members of the Legislature, and
a member of Congress. The opponents of the Lecompton constitution
did not now refrain from voting, partly because of their desire to
secure the representative in Congress, but mainly to secure an
opportunity, as advised by their State officers, to vote down the
Lecompton constitution. Both parties warmly contested the result,
but the Free State men won, and with their general victory secured a
large majority in the Legislature.
The ballots of the Free State men were now headed with the words
“Against the Lecompton Constitution,” and they returned 10,226
votes against it, to 134 for it with slavery, and 24 for it against
slavery. This return was certified by J. W. Denver, “Secretary and
Acting Governor,” and its validity was endorsed by Douglas in his
report from the Senate Territorial Committee. It was in better accord
with his idea of popular sovereignty, as it showed almost twice as
large a vote as that cast under the Lecompton plan, the fairness of
the return not being disputed, while that of the month previous was
disputed.
But their previous refusal to vote on the Lecompton constitution
gave their opponents an advantage in position strangely at variance
with the wishes of a majority of the people. The President of that
convention, J. Calhoun, forwarded the document to the President
with an official request that it be submitted to Congress. This was
done in a message dated 2d February, 1858, and the President
recommended the admission of Kansas under it.
This message occasioned a violent debate in Congress, which
continued for three months. It was replete with sectional abuse and
bitterness, and nearly all the members of both Houses participated.
It finally closed with the passage of the “Act for the admission of the
State of Kansas into the Union,” passed May 4th, 1858. This Act had
been reported by a committee of conference of both Houses, and was
passed in the Senate by 31 to 22, and in the House by 112 to 103.
There was a strict party vote in the Senate with the exception of Mr.
Douglas, C. E. Stuart of Michigan, and D. C. Broderick of California,
who voted with the Republican minority. In the House several anti-
Lecompton democrats voted with the Republican minority. These
were Messrs. Adrian of New Jersey; Chapman of Pennsylvania; Clark
of New York; Cockerill of Ohio; Davis of Indiana; Harris of Illinois;
Haskin of New York; Hickman of Pennsylvania; McKibben of
California; Marshall of Illinois; Morgan of New York; Morris, Shaw,
and Smith of Illinois. The Americans who voted with the Republicans
were Crittenden of Kentucky; Davis of Maryland; Marshall of
Kentucky; Ricaud of Maryland; Underwood of Kentucky. A number
of those previously classed as Anti-Lecompton Democrats voted
against their colleagues of the same faction, and consequently
against the bill. These were Messrs. Cockerill, Gwesheck, Hall,
Lawrence, Pendleton and Cox of Ohio; English and Foley of Indiana;
and Jones of Pennsylvania. The Americans who voted against the bill
were Kennedy of Maryland; Anderson of Missouri; Eustis of
Louisiana; Gilmer of North Carolina; Hill of Georgia; Maynard,
Ready and Zollicoffer of Tennessee; and Trippe of Georgia.
Lecompton Constitution.
The following are the political features of the Lecompton

constitution:
Article VII.—Slavery.
Sec. 1. The right of property is before and higher than any

constitutional sanction, and the right of the owner of a slave to such
slave and its increase is the same, and as inviolable as the right of the
owner of any property whatever.
Sec. 2. The legislature shall have no power to pass laws for the
emancipation of slaves without the consent of the owners, or without
paying the owners previous to their emancipation a full equivalent in
money for the slaves so emancipated. They shall have no power to
prevent emigrants to the state from bringing with them such persons
as are deemed slaves by the laws of any one of the United States or
territories, so long as any person of the same age or description shall
be continued in slavery by the laws of this state: Provided, That such
person or slave be the bona fide property of such emigrants: And
provided, also, That laws may be passed to prohibit the introduction
into this state of slaves who have committed high crimes in other
states or territories. They shall have power to pass laws to permit the
owners of slaves to emancipate them, saving the rights of creditors,
and preventing them from becoming a public charge. They shall have
power to oblige the owners of slaves to treat them with humanity, to
provide for them necessary food and clothing, to abstain from all
injuries to them extending to life or limb, and, in case of their neglect
or refusal to comply with the direction of such laws, to have such
slave or slaves sold for the benefit of the owner or owners.

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Organizational Behavior Arab World

Edition 1st Edition Robbins Test Bank

2) The leadership behaviors identified by the path-goal theory are ________. 2)

5) According to the text, which of the following is not a dimension of trust? 5)

6) Criticism of Vroom and Yetton's leader-participation model focus on ________. 6)

21) ________ refers to honesty and truthfulness. 21)

22) Who proposed a contingency theory? 22)

28) What theory was developed by Robert House? 28)

30) The highest level of trust is exhibited in ________ trust. 30)

40) A self-leader is someone who ________. 40)

49) ________ is a way to use language to manage meaning. 49)

50) Which of the following statements regarding leadership is true? 50)

53) When followers trust a leader, they ________. 53)

62) What is a characteristic of a vision? 62)

65) What is the essence of the path-goal theory? 65)

68) Hersey and Blanchard developed which of the following? 68)

69) Which of the following is not a characteristic of charismatic leaders? 69)

90) Self-leaders are also called "superleaders." 90)

133) Transformational leadership is built on top of transactional leadership. 133)

135) Honesty is absolutely essential to leadership. 135)

143) At the knowledge-based level, trust is broken by inconsistent behavior. 143)

147) Describe the leader-participation model.

148) Why is framing relevant to leadership?

149) What is the difference between leadership and management?

150) Describe LMX theory and identify its main beliefs.

152) Summarize the leader-member exchange theory.

153) Explain the components of Blake and Mouton's managerial grid.

159) Why would a leader want to be a mentor?

165) What are the implications of the behavioral theories of leadership?

166) Are charismatic leaders born or made?

145) Path-goal theory made several predictions:

It was the removal of the interdiction against slavery, in all the

Hon. S. A. Douglas:—My Dear Sir:—Will it be agreeable to you to make an

Your obedient servant,

Douglas promptly accepted the challenge, and it was arranged that

The following are the political features of the Lecompton

Sec. 1. The right of property is before and higher than any

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