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Management, 15e, Global Edition (Robbins/Coulter)

Chapter 17 Being an Effective Leader
1) Persons who are able to influence others and who possess managerial authority are termed
________.
A) entrepreneurs
B) leaders
C) managers
D) visionaries
Answer: B
Diff: 2
AACSB: Reflective thinking
Learning Obj: LO 17.1: Define leader and leadership.
Classification: Concept
2) An important aspect of leadership is influencing a group to achieve its goals.

Answer: TRUE
Diff: 1
Learning Obj: LO 17.1: Define leader and leadership.
3) Early research on leadership traits ________.

A) sought to prove that charisma was an essential trait of leadership
B) focused on behavioral traits rather than physical traits of a leader
C) found consistent and unique traits that would apply to all effective leaders
D) focused on characteristics that might differentiate leaders from nonleaders
Answer: D
Diff: 3
Learning Obj: LO 17.2: Compare and contrast early theories of leadership.
4) In his speech the previous day, the new CEO had discussed his experience in the industry and
his education. Carrie thought that the new CEO would do a great job given these characteristics,
coupled with his good oratory skills and the fact that he just looked like a CEO. Carrie realized
that she had been judging the new CEO in a manner consistent with the ________ theories of
leadership.
A) trait
B) behavioral
C) contingency
D) situational
Answer: A
Diff: 2
AACSB: Application of knowledge
Classification: Application
1
Copyright © 2021 Pearson Education Ltd.
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5) Trait theory ignores ________.

A) physical traits of leaders
B) the aspects of honesty and integrity
C) the interactions of leaders and their group members as well as situational factors
D) the fact that leaders should be able to create visions and solve problems
Answer: C
Diff: 2
6) Which one of the following describes the leadership style in which a leader tends to centralize
authority, dictate work methods, make unilateral decisions, and limit employee participation?
A) Authoritarian style
B) Autocratic style
C) Democratic style
D) Laissez-faire style
Answer: B
Diff: 2
7) In working with his employees, Carlos involves them in decision making and encourages
them to participate in deciding their work methods and goals. Carlos's leadership style can best
be described as ________.
A) autocratic
B) laissez-faire
C) democratic
D) participative
Answer: C
Diff: 2
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8) Bernard expects his employees to "check their brains at the door." He does all the thinking,
makes all the decisions, and issues commands to his subordinates. Bernard uses the ________
style of leadership.
A) autocratic
B) authoritarian
C) democratic
D) laissez-faire
Answer: A
Diff: 2
9) The ________ style of leadership describes a leader who tends to involve employees in
decision making, delegate authority, encourages participation in deciding work methods and
goals, and uses feedback as an opportunity for coaching employees.
A) participative
B) autocratic
C) democratic
D) laissez-faire
Answer: C
Diff: 2
10) Barbara solicits input from her subordinates before making decisions that will affect them.
She often praises them for good work and gently offers suggestions to improve their
performance. Barbara uses the ________ style of leadership.
A) autocratic
B) participative
C) democratic
D) supportive
Answer: C
Diff: 3
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11) Which one of the following describes the leadership style in which the leader generally gives
the group complete freedom to make decisions and complete the work in whatever way it sees
fit?
A) Facilitative style
B) Delegative style
C) Democratic style
D) Laissez-faire style
Answer: D
Diff: 2
12) Connie sees her role as someone who provides direction and resources for her team then gets
out of their way and lets them do their work however they think best. Connie uses the ________
style of leadership.
A) autocratic
B) participative
C) facilitative
D) laissez-faire
Answer: D
Diff: 3
13) According to the University of Iowa behavioral studies, group members' satisfaction levels
were generally ________.
A) higher under a supportive leader in the long run
B) improved when the leader was production oriented
C) maintained when the leader was directive in the short run
D) higher under a democratic leader than under an autocratic one
Answer: D
Diff: 3
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14) When employee satisfaction is measured, employees seemed to be more satisfied under a(n)
________ leadership style than under a(n) ________ one.
A) laissez-faire; participative
B) supportive; laissez-faire
C) democratic; directive
D) democratic; autocratic
Answer: D
Diff: 3
15) According to the Ohio State studies, ________ refers to the extent to which a leader is likely
to define and shape his or her role and the roles of group members in the search for goal
attainment.
A) people orientation
B) production orientation
C) initiating structure
D) consideration
Answer: C
Diff: 2
16) According to the Ohio State studies, the ________ dimension of leader behavior is defined as
the extent to which a leader has job relationships characterized by mutual trust and respect for
group members' ideas and feelings.
A) relationship management
B) consideration
C) people orientation
D) integrity
Answer: B
Diff: 2
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17) Susan has a reputation of being fair, helpful, and understanding. She even helped her
subordinate overcome a personal crisis. Which one of the following dimensions of leadership is
Susan displaying here?
A) Consideration
B) Initiating structure
C) Employee orientation
D) Task orientation
Answer: A
Diff: 2
18) The University of Michigan studies used the two dimensions of ________ and ________ to
study behavioral characteristics of leaders.
A) employee oriented; production oriented
B) consideration; initiating structure
C) task; people
D) decision-making; employee development
Answer: A
Diff: 2
19) The managerial grid used the behavioral dimensions "concern for people" and "concern for
________" and evaluated a leader's use of these behaviors, ranking them on a scale from 1 (low)
to 9 (high).
A) integrity
B) profit
C) environment
D) production
Answer: D
Diff: 2
20) Despite the best efforts of researchers, it proved impossible to identify one set of traits that
would always differentiate leaders from nonleaders.
Answer: TRUE
Diff: 1
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21) Effective leaders do not need a high degree of knowledge about the company, industry, and
technical matters.
Answer: FALSE
Diff: 1
22) Cognitive theories are leadership theories that identified behaviors that differentiated
effective leaders from ineffective leaders.
Answer: FALSE
Diff: 2
23) According to the University of Michigan studies, leaders who are production oriented are
described as emphasizing interpersonal relationships and as taking a personal interest in the
needs of their followers.
Answer: FALSE
Diff: 2
24) The managerial grid only provides a framework for conceptualizing leadership style.
Answer: TRUE
Diff: 1
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25) In a short essay, identify four traits associated with leadership and give an example of each.
Answer:
a. Drive-leaders exhibit a high effort level. They have a relatively high desire for achievement;
they are ambitious; they have a lot of energy; they are tirelessly persistent in their activities; and
they show initiative. Bill Gates built Microsoft into a successful corporation.
b. Desire to lead-leaders have a strong desire to influence and lead others. They demonstrate the
willingness to take responsibility. Managers seeking promotions generally have a desire to lead.
c. Honesty and integrity-leaders build trusting relationships between themselves and followers by
being truthful or non-deceitful and by showing high consistency between word and deed.
Sherron Watkins blew the whistle on Enron.
d. Self-confidence-followers look to leaders for an absence of self-doubt. Leaders, therefore,
need to show self-confidence in order to convince followers of the rightness of their goals and
decisions. Steve Jobs had confidence in himself and his employees.
e. Intelligence-leaders need to be intelligent enough to gather, synthesize, and interpret large
amounts of information, and they need to be able to create visions, solve problems, and make
correct decisions. Jack Welch of GE was a very intelligent man.
f. Job-relevant knowledge-effective leaders have a high degree of knowledge about the company,
industry, and technical matters. In-depth knowledge allows leaders to make well-informed
decisions and to understand the implications of those decisions. Steve Jobs knew the electronics
industry and market very well.
g. Extraversion-leaders are energetic, lively people. They are sociable, assertive, and rarely silent
or withdrawn. Herb Kelleher of Southwest Airlines was extraverted.
h. Proneness to guilt-guilt proneness is positively related to leadership effectiveness because it
produces a strong sense of responsibility for others. Mary Barra of General Motors has accepted
corporate guilt for the poor quality of GM cars amid numerous recalls.
Diff: 3
AACSB: Reflective thinking; Written and oral communication
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26) In a short essay, contrast the three major behavior studies on leadership.
Answer:
a. The University of Iowa studies explored three leadership styles. The autocratic style leader
tends to centralize authority, dictate work methods, make unilateral decisions, and limit
employee participation. The democratic style leader tends to involve employees in decision
making, delegate authority, encourage participation in deciding work methods and goals, and use
feedback as teaching moments. The laissez-faire style leader gives the group complete freedom
to make decisions and complete the work in whatever way it sees fit. The research of Lewin and
his associates seemed to indicate that the democratic style contributed to both good quantity and
quality of work.
b. The Ohio State studies identified two dimensions of leader behavior. Initiating structure is the
extent to which a leader defined and structured his/her role and the roles of group members in the
search for goal attainment, including behavior that involved attempts to organize work, work
relationships, and goals. Consideration is the extent to which a leader has job relationships
characterized by mutual trust and respect for group members' ideas and feelings. A leader who
was high in consideration helped group members with personal problems, was friendly and
approachable, and treated all group members as equals. (S)he showed concern for her/his
followers' comfort, well-being, status, and satisfaction.
c. University of Michigan researchers came up with two dimensions of leadership behavior.
Employee oriented leaders emphasized interpersonal relationships, took a personal interest in
their followers, and accepted individual differences among group members. The production
oriented leaders tended to emphasize the technical aspects of the job, were concerned mainly
with accomplishing their group's tasks, and regarded group members as a means to that end. The
researchers concluded leaders who were employee oriented were associated with high group
productivity and high job satisfaction.
Diff: 3
27) To measure a leader's style, Fiedler developed the ________.

A) contingency grid
B) situational leadership theory
C) managerial grid
D) least-preferred co-worker questionnaire
Answer: D
Diff: 2
Learning Obj: LO 17.3: Describe the three major contingency theories of leadership.
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28) The ________ model proposed that effective group performance depended upon the proper
match between the leader's style of interacting with his or her followers and the degree to which
the situation allowed the leader to control and influence.
A) Fiedler contingency
B) situational leadership
C) University of Michigan
D) path-goal
Answer: A
Diff: 2
29) Fiedler would expect that the best leadership style was a function of ________.
A) leader-member relations, task structure, and position power
B) formal authority, production orientation, and consideration
C) chain of command, relationships, and power
D) situation, personality of leader, and readiness of employees
Answer: A
Diff: 3
30) Fiedler's dimension termed ________ is the degree of confidence, trust, and respect
subordinates have for their leader.
A) leader-member relations
B) position power
C) task structure
D) leader-member exchange
Answer: A
Diff: 2
31) The degree to which the job assignments are formalized and proceduralized is the ________
contingency dimension identified by Fiedler.
A) production orientation
B) initiating structure
C) task structure
D) organizational structure
Answer: C
Diff: 3
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32) Fiedler's term ________ refers to the degree of influence a leader has over power-based
activities.
A) leader-member relations
B) position power
C) responsibility
D) task structure
Answer: B
Diff: 1
33) Fiedler assumed a person's leadership style was ________.

A) contingent upon the situation
B) relatively flexible
C) democratic
D) fixed
Answer: D
Diff: 1
34) Research by Fiedler uncovered three contingency dimensions that define the key ________.
A) situational factors for determining leader effectiveness
B) follower factors for determining leader effectiveness
C) leader behavior factors for determining leader effectiveness
D) situational factors for determining follower effectiveness
Answer: A
Diff: 3
35) Reviews of the major studies undertaken to test the overall validity of Fiedler's model have
shown ________.
A) considerable evidence to refute the model
B) mixed results with some studies supporting the model and others refuting it
C) support for only part of the model
D) considerable evidence to support the model
Answer: D
Diff: 3
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36) Jack emphasizes to his people that the work must be done, regardless of circumstances, and
encourages his employees to meet their sales quotas. He is generally liked, but because sales are
unstructured, sometimes his employees resent his rather heavy-handed approach. Fiedler's
contingency model would classify Jack as ________ oriented.
A) employee
B) organization
C) task
D) relationship
Answer: C
Diff: 2
37) Jill has tried hard to build good rapport with her employees and knows each of their families.
She encourages her employees to work hard, but to be certain to take time out for themselves and
their families. Fiedler's contingency model would classify Jill as ________ oriented.
A) production
B) consideration
C) task
D) relationship
Answer: D
Diff: 3
38) The ________ leadership theory is a contingency theory that focuses on followers' readiness.
A) adaptive
B) situational
C) adjustable
D) facilitative
Answer: B
Diff: 2
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39) According to Hersey and Blanchard, a high task-low relationship situation calls for the
________ leadership style.
A) delegating
B) telling
C) participating
D) selling
Answer: B
Diff: 1
40) The "telling" style of Hersey and Blanchard is most like the ________ style of the University
of Iowa studies.
A) laissez-faire
B) democratic
C) autocratic
D) participative
Answer: C
Diff: 2
41) Which one of the following leadership styles describes a leader who provides both directive
and supportive behavior?
A) Telling
B) Selling
C) Participating
D) Delegating
Answer: B
Diff: 1
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42) Chuck manages the front-end crew at a fast food restaurant. For most of his crew, this is their
first job so they have very few job skills but also seem reluctant to perform. In this situation,
Chuck should use the ________ style.
A) telling
B) selling
C) participating
D) delegating
Answer: A
Diff: 2
43) Don has been on the job only a few days. He still has a lot to learn but pays close attention
whenever his job coach gives him tips. The best style for the job coach to use is ________.
A) telling
B) selling
C) participating
D) delegating
Answer: B
Diff: 3
44) Jeremy is not in the habit of deciding everything on his own. He involves his team in the
decision-making process as much as possible. He believes in communicating clearly and is
always ready to help his team to get the best out of them. Jeremy's leadership style will be
classified as which one of the following?
A) Telling
B) Selling
C) Participating
D) Delegating
Answer: C
Diff: 2
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45) Which one of the following leadership styles describes a leader who provides little direction
or support?
A) Telling
B) Selling
C) Participating
D) Delegating
Answer: D
Diff: 1
46) Which leadership theory asserts that a leader's job is to assist followers in attaining their
goals and to ensure that their goals are compatible with the goals of the group or organization?
A) Fiedler's Theory
B) Leader-Member Exchange
C) Leader Participation Model
D) Path-Goal Theory
Answer: D
Diff: 2
47) According to the path-goal theory, a leader who lets subordinates know what's expected of
them, schedules work to be done, and gives specific guidance as to how to accomplish tasks is
termed ________.
A) directive
B) achievement oriented
C) participative
D) supportive
Answer: A
Diff: 2
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48) According to the path-goal theory, a manager who consults with subordinates and uses their
suggestions exhibits what type of leadership behavior?
A) Directive
B) Achievement oriented
C) Participative
D) Supportive
Answer: C
Diff: 1
49) According to the path-goal theory, a leader who is friendly and shows concern for the needs
of subordinates is termed ________.
A) directive
B) achievement oriented
C) participative
D) supportive
Answer: D
Diff: 1
50) Alex was classified as an achievement-oriented leader by his team. Which one of the
following would describe Alex's leadership style best?
A) He lets subordinates know what's expected of them, schedules work to be done, and gives
specific guidance on how to accomplish tasks.
B) He shows concern for the needs of his subordinates and is friendly.
C) He sets challenging goals and expects subordinates to perform at their highest level.
D) He consults with subordinates and uses their suggestions before making a decision.
Answer: C
Diff: 3
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51) Brooke has decided that the appropriate leadership style would be to show friendliness and
concern for the needs of her subordinates. According to the path-goal model, she wishes to be
a(n) ________ leader.
A) relationship-oriented
B) participative
C) supportive
D) considerate
Answer: C
Diff: 3
52) The path-goal theory is a(n) ________ model of leadership that extracts key elements from
the expectancy theory of motivation.
A) fixed
B) alternative
C) contingency
D) untested
Answer: C
Diff: 2
53) Eddie generally lets subordinates know what's expected of them, schedules work to be done,
and gives specific guidance on how to accomplish tasks. He would be termed a(n) ________
leader.
A) high-structure
B) situational
C) supportive
D) directive
Answer: D
Diff: 3
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54) Which one of the following would support Evelyn's attempt at becoming a participative
leader?
A) She lets subordinates know what's expected of them, schedules work to be done, and gives
specific guidance as to how to accomplish tasks.
B) She is friendly and shows concern for the needs of subordinates.
C) She consults her subordinates and uses their suggestions before making a decision.
D) She sets challenging goals and expects subordinates to perform at their highest level.
Answer: C
Diff: 2
55) Lately Francesca has been setting challenging goals and expecting subordinates to perform at
their highest level. According to the path-goal model, she is acting as a(n) ________ leader.
A) achievement-oriented
B) high structure
C) production-oriented
D) high task
Answer: A
Diff: 3
56) When Fred recently met with the employees to let them know the product schedules and
what he expected of them, he displayed which one of the following leadership styles?
A) Directive
B) Supportive
C) Participative
D) Achievement-oriented
Answer: A
Diff: 2
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57) Which one of the following is included in the class of contingency variables termed
"environment" by the path-goal theory?
A) Task structure and formal authority system
B) Locus of control and experience
C) Perceived ability
D) Employee satisfaction
Answer: A
Diff: 2
58) Which one of the following is included in the class of contingency variables termed
"follower" by the path-goal theory?
A) Locus of control
B) Work group relationships
C) Employee compensation
D) Formal authority system
Answer: A
Diff: 3
59) According to the path-goal model, when Ginger spends time with the employees so they can
see that she is friendly and has concern for them, she displays which one of the following
leadership styles?
A) Considerate
B) Supportive
C) Participative
D) People-oriented
Answer: B
Diff: 3
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60) According to the path-goal model, when Greg consults with the employees for suggestions
prior to making a decision, he displays which one of the following leadership styles?
A) Considerate
B) Supportive
C) Participative
D) Democratic
Answer: C
Diff: 3
61) According to the path-goal model, when Hannah meets with the employees to establish
challenging goals and expectations for the next financial year, she displays which one of the
following leadership styles?
A) Task-oriented
B) Production-oriented
C) Democratic
D) Achievement-oriented
Answer: D
Diff: 3
62) According to the path-goal theory, directive leadership will lead to higher employee
satisfaction when there is ________ within a work group.
A) cohesiveness
B) high structure
C) substantive conflict
D) internal locus of control
Answer: C
Diff: 3
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63) According to the path-goal theory, employee performance and leadership style are likely to
be positively related when ________.
A) the leader adopts a directive style when the tasks are clear and the employee has the
experience and the ability to handle them
B) the leader displays directive behavior at all times
C) the leadership style compensates for shortcomings in either the employee or the work setting
D) the leader adopts a directive style of leadership with followers who have an internal locus of
control
Answer: C
Diff: 2
64) Fiedler's contingency model of leadership style proposed that effectiveness depends on the
ability and willingness of the subordinates.
Answer: FALSE
Diff: 2
65) The least-preferred coworker questionnaire measures whether a leader is task or relationship
oriented.
Answer: TRUE
Diff: 2
66) Fiedler's model assumed that the leader's style was fixed regardless of the situation.
Answer: TRUE
Diff: 2
67) According to Fiedler's research, task-oriented leaders tended to perform better in situations
that are very favorable to them and in situations that were very unfavorable.
Answer: TRUE
Diff: 2
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68) Derek heads a team of ten research analysts in Deutsche Bank. Even though he is least
impressed with Cara among all his subordinates, when asked about her work he chose to focus
on her strengths rather than her weaknesses. Derek can be described as a task-oriented leader.
Answer: FALSE
Diff: 2
69) According to Robert House's path-goal theory, a supportive leader lets subordinates know
what's expected of them, schedules the work to be done, and gives specific guidance on how to
accomplish tasks.
Answer: FALSE
Diff: 2
70) Robert House's achievement-oriented leader sets challenging goals and expects followers to
perform at their highest level.
Answer: TRUE
Diff: 1
71) Robert House assumed that leaders can change leadership styles depending on the situation.
Answer: TRUE
Diff: 1
72) Path-goal theory holds that subordinates with an external locus of control will be more
satisfied with a directive style.
Answer: TRUE
Diff: 2
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73) Path-goal theory states that employee performance and satisfaction are likely to be positively
influenced when the leader chooses a leadership style that compensates for shortcomings in
either the employee or the work setting.
Answer: TRUE
Diff: 2
74) In a short essay, discuss the situational leadership theory developed by Paul Hersey and Ken
Blanchard. Next, list and discuss the four specific leadership styles as defined by them.
Answer: The situational leadership theory is a contingency theory that focuses on followers'
readiness. Hersey and Blanchard argue that successful leadership is achieved by selecting the
right leadership style, which 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 leader. Regardless of what the leader does, effectiveness depends on the actions of
his or her followers. And, readiness refers to the extent to which people have the ability and
willingness to accomplish a specific task. The four specific leadership styles are as follows:
a. Telling (high task-low relationship)-the leader defines roles and tells people what, how, when,
and where to do various tasks.
b. Selling (high task-high relationship)-the leader provides both directive and supportive
behavior.
c. Participating (low task-high relationship)-the leader and follower share in decision making; the
main role of the leader is facilitating and communicating.
d. Delegating (low task-low relationship)-the leader provides little direction or support.
Diff: 3
75) In a short essay discuss the stages of readiness from the situational leadership theory
developed by Hersey and Blanchard. Give an example for each stage.
Answer:
a. R1-People are both unable and unwilling to take responsibility for doing something. They're
neither competent nor confident. A person with no job skills and no desire to work falls into this
state.
b. R2-People are unable but willing to do the necessary job tasks. They're motivated but
currently lack the appropriate skills. This may be a teen in her first job.
c. R3-People are able but unwilling to do what the leader wants. The worker who claims "Not in
my job description" is at this stage.
d. R4-People are both able and willing to do what is asked of them. These are the workers all
supervisors seek-those who can and will do what is asked.
Diff: 3
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76) When Alan was promoted to the head of the sales team at Mac Software Inc., he chose three
of his closest friends in the team to form the core sales group with him. Which one of the
following predictions would be consistent with the LMX theory?
A) Such an arrangement eventually becomes unstable.
B) Job satisfaction is more likely to be higher for the team members who are not a part of the
core group.
C) Team members who are not a part of Alan's core group are actually far more competent than
his friends who form the core team.
D) There will be a higher turnover among team members who are not a part of the core group.
Answer: D
Diff: 2
Learning Obj: LO 17.4: Describe contemporary views of leadership.
77) Adrienne receives more attention and information from her supervisor than some of her
coworkers. Because she feels "special," she puts more effort into her performance and scores
higher on her evaluations. According to LMX theory, Adrienne is a ________.
A) naturally high achiever
B) member of the in-group
C) protégé of her supervisor
D) task-oriented employee
Answer: B
Diff: 2
78) Bill expects his employees to wonder "What's in it for me?" when he assigns extra tasks to
them, so he is ready with an answer about the reward for their work. Bill is a(n) ________ leader.
A) situational
B) transformational
C) transactional
D) charismatic
Answer: C
Diff: 2
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79) Which one of the following is an accurate statement about transformational leaders?
A) They are poor motivators.
B) They clarify task requirements.
C) They exhibit more than just charisma.
D) They focus on tasks and pay little attention to followers.
Answer: C
Diff: 1
80) Rachel's colleagues and subordinates have a very high regard for her. They know that no one
can get high-quality work done the way Rachel can. She inspires her team to excel in their work,
even exceeding their own expectations. What her subordinates like best about Rachel is that they
are free to discuss her decisions with her, even question her once in while if they are not sure
about her strategy. Which one of the following best describes Rachel's leadership style?
A) Transactional
B) Charismatic
C) Authentic
D) Transformational
Answer: D
Diff: 2
81) A leader, such as Bill Gates of Microsoft, who can inspire followers above their own self-
interests and can have a profound effect on their performance, is known as a(n) ________ leader.
A) transactional
B) directive
C) informational
D) transformational
Answer: D
Diff: 1
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82) The evidence supporting the superiority of transformational leadership over the transactional
style is ________.
A) inconclusive
B) moderately supportive
C) moderately negative
D) overwhelmingly impressive
Answer: D
Diff: 1
83) Evidence indicates that transformational leadership is strongly correlated with ________.
A) lower turnover rates and lower levels of goal attainment and follower well-being
B) lower turnover rates and higher levels of productivity and creativity
C) higher turnover rates and lower levels of productivity and employee satisfaction
D) higher turnover rates and higher levels of employee satisfaction and follower well-being
Answer: B
Diff: 1
84) Joanna has a very clear idea of what she wants her team to accomplish and often works that
idea into conversations with her subordinates. She uses unconventional and sometimes
controversial means to achieve her ends, but her subordinates know she has their backs. Joanna
can be described as a(n) ________ leader.
A) telling
B) charismatic
C) authoritative
D) participative
Answer: B
Diff: 2
AACSB: Analytical thinking; Application of knowledge
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85) If Rhonda is a charismatic leader, which one of the following characteristics is she most
likely to possess?
A) A strong need to be in control
B) A lack of sensitivity to environmental constraints
C) An external locus of control
D) A willingness to take risks to achieve her vision
Answer: D
Diff: 2
86) Researchers who train individuals to use charismatic nonverbal behaviors do not recommend
________.
A) leaning toward the subordinate
B) avoiding eye contact
C) having relaxed posture
D) having animated facial expressions
Answer: B
Diff: 1
87) ________ leaders have a vision, the ability to articulate that vision and a willingness to take
risks to achieve that vision.
A) Visionary
B) Charismatic
C) Trait
D) Transactional
Answer: B
Diff: 2
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88) Cecil, CEO of a mid-size manufacturing company, readily accepts responsibility for his
firm's products, including its mistakes. He is rather quiet but still a strong leader. Cecil could be
called a(n) ________ leader.
A) ethical
B) supportive
C) transformational
D) authentic
Answer: D
Diff: 2
89) Many charismatic leaders exhibit some of the same behaviors as ________.
A) Machiavellian leaders
B) psychopaths
C) narcissists
D) sociopaths
Answer: C
Diff: 2
90) ________ leaders move beyond their own self-interest to help followers grow and develop.
A) Servant
B) Authentic
C) Charismatic
D) Transformational
Answer: A
Diff: 1
91) Which of these individuals would likely be classified as a servant leader?

A) Richard Branson
B) Mary Barra
C) Martin Luther King, Jr.
D) Steve Jobs
Answer: C
Diff: 1
28
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92) Servant leaders are only found in religious or nonprofit organizations.

Answer: FALSE
Diff: 1
93) Members of a manager's in-group tend to have multiple similarities with the manager.
Answer: TRUE
Diff: 1
94) According to LMX theory, the leader chooses the in-group but the job requirements drive the
decision.
Answer: FALSE
Diff: 2
95) Transactional and transformational leadership are opposing approaches to getting things
done.
Answer: FALSE
Diff: 1
96) A charismatic leader is likely seen as being self-confident and influential.

Answer: TRUE
Diff: 1
97) People working for charismatic leaders are motivated to exert extra work effort but express
lower satisfaction.
Answer: FALSE
Diff: 2
29
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98) Charisma is an essential quality that leaders must possess to achieve high levels of employee
performance.
Answer: FALSE
Diff: 1
99) Charisma is the ability to create and articulate a realistic, credible, attractive vision of the
future for any organization or organizational unit that grows out of and improves on the present.
Answer: FALSE
Diff: 2
100) A vision should offer clear and compelling imagery that taps into people's emotions and
inspires enthusiasm to pursue the organization's goals.
Answer: TRUE
Diff: 1
101) Authentic leadership emphasizes the moral side of business.

Answer: TRUE
Diff: 2
102) Ethical leaders place public safety ahead of profits.

Answer: TRUE
Diff: 1
30
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103) In a short essay, differentiate between transactional and transformational leaders.

Answer: Transactional leaders are those who guide or motivate their followers in the direction of
established goals by clarifying role and task requirements. Transformational leaders, however,
pay attention to the concerns and developmental needs of individual followers. They change
followers' awareness of issues by helping them look at old problems in new ways. They are able
to excite, arouse, and inspire followers to put in extra effort to achieve group goals.
Transformational leadership produces levels of employee effort and performance that go beyond
what would occur in a transactional approach alone.
Diff: 3
104) Compare and contrast charismatic and authentic leadership.

Answer: Charismatic leaders are enthusiastic, self-confident leaders whose personality and
actions influence people to behave in certain ways. They have a vision, the ability to articulate
that vision, and a willingness to take risks to achieve that vision. They are sensitive to both
environmental constraints and follower needs. Sometimes their behaviors are out of the ordinary.
Charismatic leaders believe in the future, themselves, and a higher purpose.
Authentic leaders focus on the moral aspects of being a leader. These people know who they are,
know what they believe in, and act on those values and beliefs openly and candidly. Authentic
leaders are known for their humility; they are quieter, more in the background, and empower
their employees.
Diff: 3
105) Two traits unique to most leaders are ________.

A) above-average height and blue eyes
B) conscientiousness and narcissism
C) intelligence and narcissism
D) intelligence and conscientiousness
Answer: D
Diff: 2
Learning Obj: LO 17.5: Compare the various theories of leadership for their validity.
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106) A leader who cares about their followers would most likely exhibit ________.
A) relations-oriented behavior
B) change-oriented behavior
C) narcissistic behavior
D) task-oriented behavior
Answer: A
Diff: 2
107) Leaders that exhibit change-oriented behavior tend to ________.

A) discourage followers from generating new ideas
B) encourage innovative thinking
C) be focused on one facet of the organization
D) prefer structure and production efficiency
Answer: B
Diff: 2
108) Experienced employees that don't require close supervision may find task-oriented behavior
in a new leader to be ________.
A) refreshing
B) insulting
C) important
D) ineffective
Answer: B
Diff: 2
109) In general, workers with high levels of ability ________.

A) do not like constructive criticism
B) are difficult to manage
C) require minimal supervision
D) respond well to advice
Answer: C
Diff: 2
32
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110) A leader's effectiveness does not depend on the followers' experience.

Answer: FALSE
Diff: 1
111) Workers with high levels of ability require minimal supervision.

Answer: TRUE
Diff: 1
112) A relations-oriented leadership style works well in any culture.

Answer: FALSE
Diff: 1
113) A task-oriented leader focuses on the needs of their followers.

Answer: FALSE
Diff: 1
114) Leaders that exhibit change-oriented behavior are more likely to encourage innovation.
Answer: TRUE
Diff: 1
115) Leadership traits play a small role in effective leadership and depend on situational factors.
Answer: TRUE
Diff: 1
33
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116) Transformational leadership is highly dependent on employee commitment and satisfaction.

Answer: TRUE
Diff: 1
117) Over 75% of the most effective leaders are task-oriented.

Answer: FALSE
Diff: 1
118) Juan is the person employees go to when knowledge of a topic was needed. Juan holds
________ power.
A) legitimate
B) reward
C) referent
D) expert
Answer: D
Diff: 2
Learning Obj: LO 17.6: Discuss twenty-first century issues affecting leadership.
119) All of the following are sources of leader power except ________.
A) legitimate
B) status
C) expert
D) coercive
Answer: B
Diff: 1
34
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120) Which one of the following is the type of power a person has because of his or her position
in the formal organizational hierarchy?
A) Legitimate power
B) Coercive power
C) Reward power
D) Expert power
Answer: A
Diff: 2
121) Sam is the manager at a department store. He has 20 employees working for him who are
mostly unhappy and discontented with the way he threatens them for even minor errors. Which
one of the following statements is likely to be true about Sam?
A) Sam is a transactional leader.
B) Sam is using coercive power to get the job done.
C) Sam is a telling leader.
D) Sam is using referent power to get the job done.
Answer: B
Diff: 1
122) Tamera is the person employees go to when they need help with difficult work problems, as
with software applications. Tamera holds ________ power.
A) legitimate
B) coercive
C) reward
D) expert
Answer: D
Diff: 2
35
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123) Kay is the supervisor that the employees go to for task-related decisions. Kay holds
________ power.
A) reward
B) expert
C) legitimate
D) coercive
Answer: C
Diff: 2
124) Clay is a transactional leader who can provide tangible rewards for good performance for
his employees. Clay holds ________ power.
A) reward
B) legitimate
C) coercive
D) referent
Answer: A
Diff: 2
125) Marsha is the manager at a bank, with 30 employees reporting to her. Many of her staff are
extremely impressed with the way she handles her work and the people at the bank. They take
pride in being associated with her team. She is not only fair and understanding, but ensures that
the deserving employees are compensated well. Which two sources of power does Marsha use in
this example?
A) Reward and referent power
B) Referent and coercive power
C) Expert and reward power
D) Referent and expert power
Answer: A
Diff: 3
36
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126) Your firm's attorney exercises ________ power when giving legal advice.
A) legitimate
B) status
C) expert
D) coercive
Answer: C
Diff: 1
127) ________ power is the power that arises because of a person's desirable resources or
personal traits.
A) Expert
B) Referent
C) Reward
D) Legitimate
Answer: B
Diff: 2
128) When a young child emulates a professional sports star's behavior, what kind of power does
the star have over the child?
A) Legitimate
B) Expert
C) Coercive
D) Referent
Answer: D
Diff: 2
129) The most dominant component of credibility is ________.

A) expertise
B) status
C) authority
D) honesty
Answer: D
Diff: 1
37
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130) The dimension of trust that is used to describe honesty and truthfulness is ________.
A) integrity
B) competence
C) consistency
D) loyalty
Answer: A
Diff: 2
131) Shaun is the manager of a warehouse operated by a department store. He is trusted by his
subordinates because he shares information freely, is reliable, and shows extremely good
judgment while handling any type of crisis. Shaun is also known to be very protective of his
staff. Which dimensions of trust is he exhibiting?
A) Integrity and loyalty
B) Competence and openness
C) Consistency, loyalty, and openness
D) Loyalty, consistency, and competence
Answer: C
Diff: 3
132) Why are more and more companies empowering nonmanagerial employees?
A) Managers needs to make quick decisions.
B) Organizational upsizing left many managers with smaller spans of control.
C) Empowerment is appropriate for all circumstances.
D) Managers must cope with increased work demands.
Answer: D
Diff: 1
133) One general conclusion that surfaces from leadership research is that ________.
A) effective leaders do not use any single style
B) managers always make good team leaders
C) national culture is one situational variable which in reality has a limited impact on leadership
style
D) women usually make better transactional leaders than men
Answer: A
Diff: 1
AACSB: Reflective thinking; Diverse and multicultural work environments
38
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134) Which of these actions will help you be seen as trustworthy?

A) Be open and speak your feelings.
B) Keep your opinions to yourself.
C) Show concern for everyone.
D) Keep records of all conversations.
Answer: A
Diff: 2
135) Downsizing, and the increased use of temporary workers, has ________.
A) lowered overall worker productivity
B) shifted worker focus away from leaders
C) neutralized the importance of leadership
D) undermined trust in leadership
Answer: D
Diff: 3
136) Leaders of virtual teams ________.

A) need to develop strong verbal skills for teleconferencing
B) should focus primarily on developing their technical leadership skills
C) do not need interpersonal skills since personal interaction is limited
D) need the ability to communicate support and leadership through writing
Answer: D
Diff: 3
137) Organizations with formalized goals, well-defined rules and procedures and cohesive work
groups may require ________.
A) less formal leadership
B) more formal leadership
C) charismatic leadership
D) relational leadership
Answer: A
Diff: 2
39
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138) Most firms offer leadership development training at all management levels.
Answer: FALSE
Diff: 1
139) Virtual environments work against people with strong verbal skills.
Answer: TRUE
Diff: 1
140) Coercive power and reward power are synonymous.

Answer: FALSE
Diff: 1
141) Referent power is based primarily on a person's expertise.

Answer: FALSE
Diff: 1
142) Legitimate power is inherent in management positions.

Answer: TRUE
Diff: 1
143) Legitimate power and authority are one and the same.
Answer: TRUE
Diff: 1
40
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144) Reward power is the power that arises because of a person's desirable resources or personal
traits.
Answer: FALSE
Diff: 2
145) Credibility is the degree to which followers perceive someone as honest, competent, and
able to inspire.
Answer: TRUE
Diff: 1
146) Trust is the belief in the integrity, character, and ability of a leader.
Answer: TRUE
Diff: 1
147) Of the five dimensions that make up the concept of trust, loyalty seems to be the most
critical when someone assesses another's trustworthiness.
Answer: FALSE
Diff: 2
148) Transformational leadership characteristics are ineffective in non-Western cultures.

Answer: FALSE
Diff: 2
149) With enough training, anyone can become an effective leader.

Answer: FALSE
Diff: 2
41
lOMoARcPSD|42615705
150) Leadership training works best with individuals who are high self-monitors.
Answer: TRUE
Diff: 2
151) The presence of routine tasks, formal goals and explicit rules make leadership unnecessary.
Answer: TRUE
Diff: 2
152) Discuss the five sources in which leader power has been identified. Include specific
examples of each source of power to support your answer.
Answer:
a. Legitimate power-represents the power a leader has as a result of his or her position in the
organization. People in positions of authority are also likely to have reward or coercive power,
but legitimate power is broader than the power to coerce and reward.
b. Coercive power-the power that rests on the leader's ability to punish or control. Followers
react to this power out of fear of the negative results that might occur if they did not comply. As
a manager, you typically have some coercive power, such as being able to suspend or demote
employees or to assign them work they find unpleasant or undesirable.
c. Reward power-the power to give positive benefits or rewards. These rewards can be anything
that another person values. In an organizational context, that might include money, favorable
performance appraisals, promotions, interesting work assignments, friendly colleagues, and
preferred work shifts or sales territories.
d. Expert power-influence that's based on expertise, special skills, or knowledge. As jobs have
become more specialized, managers have become increasingly dependent on staff "experts" to
achieve the organization's goals. If an employee has skills, knowledge, or expertise that's critical
to the operation of a work group, that person's expert power is enhanced.
e. Referent power-the power that arises because of a person's desirable resources or personal
traits. Referent power develops out of admiration of another and a desire to be like that person. If
you admire someone to the point of modeling your behavior and attitudes after him or her, that
person has referent power over you.
Diff: 3
42
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153) Explain the various substitutes for leadership and give examples of situations when
leadership may not be necessary.
Answer: Research indicates that in some situations any behaviors a leader exhibits are
irrelevant. Follower characteristics such as experience, training, professional orientation, or need
for independence can neutralize the effect of leadership. These characteristics can replace the
employee's need for a leader's support or ability to create structure and reduce task ambiguity.
Similarly, jobs that are inherently unambiguous and routine or intrinsically satisfying may place
fewer demands on leaders. Finally, such organizational characteristics as explicit formalized
goals, rigid rules and procedures, or cohesive work groups can substitute for formal leadership.
[Student examples will vary but should incorporate the conditions mentioned above.]
Diff: 3
43

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Intermediate accounting (‫)ةيمالسإلا ةعماجلا‬

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Management, 15e, Global Edition (Robbins/Coulter)

2) An important aspect of leadership is influencing a group to achieve its goals.

3) Early research on leadership traits ________.

5) Trait theory ignores ________.

27) To measure a leader's style, Fiedler developed the ________.

33) Fiedler assumed a person's leadership style was ________.

91) Which of these individuals would likely be classified as a servant leader?

92) Servant leaders are only found in religious or nonprofit organizations.

96) A charismatic leader is likely seen as being self-confident and influential.

101) Authentic leadership emphasizes the moral side of business.

102) Ethical leaders place public safety ahead of profits.

103) In a short essay, differentiate between transactional and transformational leaders.

104) Compare and contrast charismatic and authentic leadership.

105) Two traits unique to most leaders are ________.

107) Leaders that exhibit change-oriented behavior tend to ________.

109) In general, workers with high levels of ability ________.

110) A leader's effectiveness does not depend on the followers' experience.

111) Workers with high levels of ability require minimal supervision.

112) A relations-oriented leadership style works well in any culture.

113) A task-oriented leader focuses on the needs of their followers.

116) Transformational leadership is highly dependent on employee commitment and satisfaction.

117) Over 75% of the most effective leaders are task-oriented.

129) The most dominant component of credibility is ________.

134) Which of these actions will help you be seen as trustworthy?

136) Leaders of virtual teams ________.

140) Coercive power and reward power are synonymous.

141) Referent power is based primarily on a person's expertise.

142) Legitimate power is inherent in management positions.

148) Transformational leadership characteristics are ineffective in non-Western cultures.

149) With enough training, anyone can become an effective leader.

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