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| 1 | |
Which of the following is NOT true about male and female leaders? |
| | A) | Men and women were seen as displaying more task and social leadership, respectively. |
| | B) | Women used a more individualistic or autocratic style then men. |
| | C) | Men and women were equally assertive. |
| | D) | Women executives, when rated by their peer, managers, and direct reports, scored higher than their male counterparts. |
| | E) | Men used a more autocratic style than women. |
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| 2 | |
__________ involves leader behaviour associated with creating mutual respect or trust and focuses on a concern for group members' needs and desires. |
| | A) | Organizational Structure |
| | B) | Task-focused |
| | C) | Initiating structure |
| | D) | Consideration |
| | E) | Job centered |
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| 3 | |
Eric, a retail store manager, strongly believes in organizing and defining what group members should be doing to maximize output. Eric exhibits which of these leader behaviours? |
| | A) | Initiating structure |
| | B) | Behavioural Structure |
| | C) | Organization driven |
| | D) | Consideration |
| | E) | Employee-centered |
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| 4 | |
Researchers at both Ohio State & the University of Michigan identified which of these as the only two independent dimensions of leader behaviour? |
| | A) | Employee-centred and job-centred. |
| | B) | Concern for people and concern for production |
| | C) | Employee focus and consideration |
| | D) | Initiating structure and task focus |
| | E) | Consideration, and initiating structure |
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| 5 | |
Which leadership theory is based on the dimensions: concern for production and concern for people? |
| | A) | Path-goal Theory |
| | B) | Fiedler’s Contingency Model |
| | C) | The Queen's University Studies |
| | D) | University of Toronto Leadership Theory |
| | E) | The Leadership Grid |
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| 6 | |
According to the Leadership Grid of Blake and Mouton, which of these is the best style regardless of the situation? |
| | A) | 1,1 |
| | B) | 9,9 |
| | C) | 5,5 |
| | D) | 1,9 |
| | E) | None of these is the correct answer |
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| 7 | |
How many assumptions is Fiedler's Contingency model based off of? |
| | A) | 1 |
| | B) | 2 |
| | C) | 3 |
| | D) | 4 |
| | E) | 5 |
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| 8 | |
Concern with the amount of structure contained within tasks performed by the group is which one of the three dimensions of situational control? |
| | A) | leader - member relations |
| | B) | position power |
| | C) | task structure |
| | D) | politics |
| | E) | reward power |
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| 9 | |
The oldest and one of the most widely known models of leadership, a situational model of leadership, was created by: |
| | A) | House. |
| | B) | Kerr and Jermier. |
| | C) | Blake and Mouton. |
| | D) | Fiedler. |
| | E) | Hersey and Blanchard |
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| 10 | |
In Fiedler’s model, which dimension of situational control reflects the extent to which the leader has the support, loyalty, and trust of the work group? |
| | A) | Position power |
| | B) | Task structure |
| | C) | Leader-member relations |
| | D) | Optimal leadership |
| | E) | Relationship motivated |
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| 11 | |
In Fiedler’s model, __________ refers to the degree to which the leader has formal power to reward, punish, or otherwise obtain compliance from employees. |
| | A) | position power |
| | B) | task structure |
| | C) | leader-member relations |
| | D) | optimal leadership |
| | E) | relationship motivated power |
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| 12 | |
The Path-Goal Theory was proposed by: |
| | A) | Evans and House. |
| | B) | Blake and Mouton. |
| | C) | Blake. |
| | D) | Fieldler. |
| | E) | Hersey and Blanchard |
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| 13 | |
Which of the following is NOT one of the four leadership styles identified in the path-goal theory? |
| | A) | supportive leadership |
| | B) | participative leadership |
| | C) | achievement oriented leadership |
| | D) | distinctive leadership |
| | E) | directive leadership |
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| 14 | |
The two underlying characteristics of transactional leadership are that |
| | A) | (1) they use contingent rewards & (2) they exert corrective actions when any mistakes are made |
| | B) | (1) they use contingent rewards & (2) they exert corrective actions only when subordinates fail to obtain goals |
| | C) | (1) they use variable rewards & (2) exert corrective actions only when subordinates fail to respond to the reward |
| | D) | (1) they use variable rewards & (2) exert corrective actions only when mistakes are made |
| | E) | (1) they use contingent rewards & (2) exert corrective actions only when subordinates fail to obtain rewards they value |
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| 15 | |
Leaders who are seen as engaging in behaviours that maintain a quality interaction between themselves and followers are __________ leaders. |
| | A) | managerial |
| | B) | charismatic |
| | C) | servant |
| | D) | transactional |
| | E) | super |
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| 16 | |
__________ leaders transform followers by creating changes in their goals, values, needs, beliefs, and aspirations. |
| | A) | People-focused |
| | B) | Charismatic |
| | C) | Servant |
| | D) | Transactional |
| | E) | Task-focused |
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| 17 | |
Which type of leadership is most likely to be effective when the situation offers opportunities for "moral" involvement and when extrinsic rewards cannot be clearly linked to individual performance? |
| | A) | Transactional |
| | B) | Managerial |
| | C) | Servant |
| | D) | Super |
| | E) | Charismatic |
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| 18 | |
Charismatic leaders |
| | A) | set high performance expectations and standards. |
| | B) | publicly express confidence in the follower's ability. |
| | C) | are role models. |
| | D) | all of these answers are correct |
| | E) | establish a common vision for the future |
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| 19 | |
According to experts, charismatic leadership is most likely to be effective when |
| | A) | situations offer opportunities for “immoral” involvement. |
| | B) | performance goals are easily established and measured. |
| | C) | exceptional effort, behaviour, sacrifices, and performance are required by both leaders and followers. |
| | D) | extrinsic rewards are directly linked to individual performance. |
| | E) | there are many situational cues and constraints to guide behaviour. |
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| 20 | |
Ethical charismatic leaders tend to have which of the following effects on their employees? |
| | A) | Enhance employee self-concepts |
| | B) | Encourage obedient followers. |
| | C) | Employees become dependant on the leader. |
| | D) | Employees become compliant toward other members and the leader. |
| | E) | Employees fail in the absence of their leader. |
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| 21 | |
When looking at the characteristics for substitutes for leadership, "need for independence, professional orientation, and ability" are all examples of |
| | A) | organization characteristics. |
| | B) | task characteristics. |
| | C) | subordinate characteristics. |
| | D) | job characteristics. |
| | E) | leader characteristics. |
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| 22 | |
Which of the following is not a characteristic of servant-leadership? |
| | A) | listening |
| | B) | apathy |
| | C) | persuasion |
| | D) | building community |
| | E) | Stewardship |
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| 23 | |
The philosophy of managing which puts the needs of others as the first priority is the philosophy of __________ leadership. |
| | A) | transactional |
| | B) | managerial |
| | C) | servant |
| | D) | super |
| | E) | charismatic |
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| 24 | |
Empowering others is the cornerstone of __________ leadership. |
| | A) | transactional |
| | B) | managerial |
| | C) | servant |
| | D) | super |
| | E) | charismatic |
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| 25 | |
A/an __________ is someone who leads others to lead themselves. |
| | A) | subordinate |
| | B) | superleader |
| | C) | organization |
| | D) | task force |
| | E) | servant leader |
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