Key Exam Questions Key Topics That May Appear in the Exam: Transformational leadership Substitutes for leadership model Transactional leaders Laissez-faire leadership Passive management-by-exception Autocratic Leadership Consultative style Decision-making style Delegative style Autocratic style Leader-member exchange theory Leadership Leader effectiveness Leader emergence Life cycle theory of leadership Consideration Initiating structure Situational leadership theory Learning Objectives How does leadership affect job performance and organizational commitment? How does transformational leadership differ from transactional leadership, and which behaviors set it apart? What four styles can leaders use to make decisions, and what factors combine to make these styles more effective in a given situation? What is leadership, and what does it mean for a leader to be “effective”? What traits and characteristics are related to leader emergence and leader effectiveness? What two dimensions capture most of the day-to-day leadership behaviors in which leaders engage?

Can leaders be trained to be more effective?

Martin started in the mail room at his company and worked his way up to a management position within a few years. For the first six months as manager of the sales department, he reflexively adopted a fairly autocratic style of leadership. The department did well enough, with good sales numbers and a middling level of employee commitment. During his paid vacation, Martin participated in a three-week transformational leadership retreat offered by the corporate headquarters. Tara and Kentaro are two of Martin's employees. They are having lunch two months after Martin's retreat and are discussing his leadership. What do you think they most likely observe about the effect of Martin's new leadership style on the atmosphere in the office?

Kentaro remarks that, if anything, the seminar had had a somewhat negative effect, as Martin is now expecting them to problem-solve on their own, rather than telling them what to do.

They discuss how everyone in the office seems a lot more motivated and how much it has affected their sales numbers, which are the highest the department has reported in years.

Tara remarks that, while there were definite positive changes in Martin's behavior the first few weeks after the seminar, he has since slipped back into his old leadership style.

Kentaro says that while he personally feels more of a connection with Martin, he knows some people do not-for instance, Lupe actually misses Martin's old leadership style.

They both feel they have a more positive relationship with Martin, but their motivation and levels of commitment to the company are the same as they always were.

Employees whose managers participated in leadership training programs reported ________ afterwards.

higher levels of organizational commitment

a temporary boost in their commitment levels

higher levels of job performance and satisfaction

higher levels of affective commitment to their bosses

an increased level of teamwork among their coworkers

Which of the following is a common focus of leadership training programs?

teaching attendees how to more effectively climb the corporate ladder

training attendees in more effective methods of networking with clients

stressing ways that managers can exercise their authority more forcefully

training managers to become more effective at mentoring their employees

training managers to recognize and reward employees with leadership potential

Increasing the time spent on training the leaders can help maximize their effectiveness.

How does leadership affect job performance and organizational commitment?

Craig, the CEO of ShopRite, Inc., has noticed that one of his store locations has consistently through-the-roof sales numbers. Also, a survey completed by employees revealed that this particular location's workers showed extremely high levels of motivation and job satisfaction when compared to other locations in the region. Everyone who works there gave high praise to their manager, Jamal. What else did the survey reveal about Jamal's employees?

They reported feeling a lot of pressure to exceed sales goals every month.

They demonstrated citizenship behaviors, such as volunteering after work.

They reported higher levels of stress than stores with lower sales numbers.

They loved Jamal but were not especially committed to the company overall.

The highest achievers were doing it for themselves rather than out of commitment to the team.

Phyllis and her coworkers hardly ever talk to their boss Courtney. In fact, they only see her once or twice a day. Nevertheless, their department generally chugs along like a well-oiled machine thanks to the extremely structured nature of their work. They use a software system that tracks their time, guides them through each step of their workday, and even contains a help guide that addresses almost every conceivable problem that could arise. Everyone knows what their job is and what is expected of them. The software system acts as a(n)

replacement.

neutralizer.

augmenter.

substitute.

accessory.

Which of the following reduces the importance of the leader with no beneficial impact on performance?

substitutes

transactions

training programs

neutralizers

enhancers

JoBeth works at a nonprofit organization whose goals she feels very in tune with. Having said that, she does not especially care for her boss, and neither do most of the other employees in her department. JoBeth finds Rani an unimaginative, inefficient, and personally unappealing boss, who makes things harder than they have to be and has unpleasant habits. However, JoBeth loves working with her team. They all get along well and do a lot to support each other. She feels deeply motivated by and invested in her team's goals. JoBeth's team is an effective

neutralizer.

benefactor.

substitute.

motivator.

satisficer.

________ reduce the importance of the leader while simultaneously providing a direct benefit to employee performance.

Substitutes

Directive styles

Transactional styles

Neutralizers

Enhancers

Over lunch, Daniela and Hassan are discussing their managers. Daniela describes her boss as extremely motivating. Work goals are more demanding than ever, but even though the rewards of the hard work may not come soon, Daniela trusts her manager's emphasis on the future good that will come from their work. She feels that working with this new manager has led to a much stronger emotional bond with the organization, much more engagement with the work, and an overall increase in her job satisfaction. Daniela's boss can be described as a(n) ________ leader.

transformational

authentic

transactional

perceptive

Weberian

Neutralizers reduce the importance of the leader while providing a direct benefit to employee performance.

Employees with transformational leaders tend to have higher levels of task performance.

Transformational leadership is more strongly related to unit-focused measures of leadership effectiveness than most other leadership forms.

How does transformational leadership differ from transactional leadership, and which behaviors set it apart?

________ involves behaving in ways that help followers achieve their potential through coaching, development, and mentoring.

Laissez-faire leadership

Inspirational motivation

Transactional leadership

Intellectual stimulation

Individualized consideration

________ involves behaving in ways that challenge followers to be innovative and creative by questioning assumptions and reframing old situations in new ways.

Laissez-faire leadership

Inspirational motivation

Transactional leadership

Intellectual stimulation

Individualized consideration

According to the Project GLOBE study, transformational leadership is least accepted in

Latin America.

Sub-Saharan Africa.

the Middle East.

Southern Asia.

Eastern Europe.

Which of the following represents the carrot-and-stick approach to leadership?

laissez-faire leadership

passive-avoidant leadership

transactional leadership

charismatic leadership

transformational leadership

Cary just announced to his employees that if they meet the sales goal for the month of August, they can have a paid four-day vacation. Which of the following styles of leadership is being used by Cary in this case?

laissez-faire

contingent reward

passive management-by-exception

active management-by-exception

transformational

Technically, Vinh's direct supervisor is Leila, but his de facto boss is his colleague Mark, who has been with the company for several years. Vinh has stopped even trying to get Leila's feedback on problems, since she always seems to be out of the office for some reason or another, and even when she is there, she avoids talking to anyone. Leila is demonstrating

laissez-faire leadership.

transactional leadership.

contingent reward leadership.

active management-by-exception.

passive management-by-exception.

Kenya believes that there are no actions needed until she receives complaints about someone's performance. Which of the following styles of leadership is Kenya following?

laissez-faire leadership

transactional leadership

passive management-by-exception

contingent reward

transformational leadership

Coleman knows what needs to be done and how best to do it. He believes that workplace hierarchies exist for a reason, and he rarely seeks advice or input from his staff. Coleman's leadership style can best be described as

transformational.

transactional.

laissez-faire.

contingent.

autocratic.

In the case of ________ leadership, the leader promises rewards in exchange for adequate performance.

laissez-faire

transactional

transformational

contingent reward

active management-by-exception

Kazue works in a department store. She has noticed that several of her coworkers avoid interacting with customers, take a lot of smoke breaks, and leave their sales areas messy and disorganized. When she discusses the situation with her manager, Rob, he says he will do something about it, but he does not. In fact, nothing changes until several customers file complaints in the space of a single week, at which point Rob takes disciplinary measures toward two of his employees. Rob is demonstrating

laissez-faire leadership.

transactional leadership.

contingent reward leadership.

active management-by-exception.

passive management-by-exception.

Which of the following styles represents avoidance of leadership altogether?

passive management-by-exception

contingent reward transactional leadership

laissez-faire leadership

active management-by-exception

transformational leadership

________ leadership involves inspiring followers to commit to a shared vision that provides meaning to their work while also serving as a role model who helps followers develop their own potential and view problems from new perspectives.

Management-by-exception

Contingent reward

Transactional

Laissez-faire

Transformational

With ________, the leader arranges to monitor mistakes and errors dynamically and takes corrective action when required.

laissez-faire leadership

contingent reward leadership

passive management-by-exception

active management-by-exception

transformational leadership

Inspirational motivation involves behaving in ways that foster an enthusiasm for a shared vision of the future.

Idealized influence involves behaving in ways that earn the admiration, trust, and respect of followers.

Transformational leadership represents the carrot-and-stick approach to leadership.

What four styles can leaders use to make decisions, and what factors combine to make these styles more effective in a given situation?

With a consultative style of decision making, leaders do not make the ultimate decision.

Quentin is the owner of Sail Away Travel, a travel agency specializing in luxury cruise packages. Following a fire at their old location, the company moved into a brand-new location, and Quentin is in the process of refurbishing the new space. He needs to buy furniture and equipment as well as office dÃ©cor, kitchen supplies, new computers for his employees, and many small office supplies. The old space consisted of several small rooms, while the new one is basically one large room. Quentin's employees have their own ideas about how the new office should be laid out. Lorna and Dani want an open office plan with no partitions, while Andre says he can only work in a space with more privacy. Dani brings up that she studied art in college, while Mark says he has a friend who can get computer equipment at cost. Quentin himself honestly does not care that much about how the office looks. How should he approach the situation?

He should make all the decisions himself. Because everyone in the office wants to do things differently, they will never agree on everything.

He should weigh the pros and cons of what employees want, but make the ultimate decision himself because they have a limited budget and cannot afford some of the options the employees like.

He should consider input from his employees, but he should ultimately make the decisions himself, and if they do not like it, too bad. After all, it is impossible to make everyone in an office happy.

He should meet with his employees and discuss each decision they have to make, seeking to obtain consensus as much as possible. He might put the partitioned space versus open space question to a vote, for example.

He should hand over the reins to his employees on the majority of decisions. For example, Dani should be responsible for purchasing artwork for the office, while Mark should be tasked with buying the new computers.

According to research on the time-driven model of leadership, which leadership style seems to be overused by managers?

autocratic

consultative

delegative

facilitative

negotiative

In the time-driven model of leadership, which style is appropriate for circumstances in which the decision significance is low, employees have expertise and strong teamwork skills, and leader expertise is low?

consultative

autocratic

delegative

facilitative

negotiative

In the time-driven model of leadership, which style is reserved for decisions that are significant and where the leader's expertise is high?

consultative

autocratic

delegative

facilitative

supportive

Which of the following factors is included in the time-driven model of leadership?

intellectual stimulation

shared objectives

idealized influence

individual personality

contingent rewards

There has been extensive research into the time-driven model of leadership. The results include all of the following except

managers overuse the autocratic style.

when managers use the recommendation of the model, decisions were rated as successful 68 percent of the time.

when managers do not use the model's recommendations, their decisions are successful 22 percent of the time.

managers do not vary their decision-making style as much as the model suggests they should.

managers overuse the consultative style.

Ariel, Fouad, Nicola, and Daryush are four managers at Lost Soles Shoes. Each uses a different decision-making style and believes that their style is the best. Ariel always presents the problem to her employees and gathers their opinions and suggestions, but makes the decision herself. Fouad gives his employees the responsibility for making the decision within a set of specified boundary conditions. Nicola makes the decision without asking her employees for their opinions or suggestions. Daryush presents the problem to his employees and seeks consensus, emphasizing that her opinion is only as important as every other employee's in her department. Daryush is displaying the ________ decision-making style.

consultative

autocratic

delegative

facilitative

directive

Ariel, Fouad, Nicola, and Daryush are four managers at Lost Soles Shoes. Each uses a different decision-making style and believes that their style is the best. Ariel always presents the problem to her employees and gathers their opinions and suggestions, but makes the decision herself. Fouad gives his employees the responsibility for making the decision within a set of specified boundary conditions. Nicola makes the decision without asking her employees for their opinions or suggestions. Daryush presents the problem to his employees and seeks consensus, emphasizing that her opinion is only as important as every other employee's in her department. Which of the following decision making styles is Nicola displaying?

consultative

autocratic

delegative

facilitative

negotiative

Ariel, Fouad, Nicola, and Daryush are four managers at Lost Soles Shoes. Each uses a different decision-making style and believes that their style is the best. Ariel always presents the problem to her employees and gathers their opinions and suggestions, but makes the decision herself. Fouad gives his employees the responsibility for making the decision within a set of specified boundary conditions. Nicola makes the decision without asking her employees for their opinions or suggestions. Daryush presents the problem to his employees and seeks consensus, emphasizing that her opinion is only as important as every other employee's in her department. Fouad is using the ________ decision-making style.

consultative

autocratic

delegative

facilitative

directive

Ariel, Fouad, Nicola, and Daryush are four managers at Lost Soles Shoes. Each uses a different decision-making style and believes that their style is the best. Ariel always presents the problem to her employees and gathers their opinions and suggestions, but makes the decision herself. Fouad gives his employees the responsibility for making the decision within a set of specified boundary conditions. Nicola makes the decision without asking her employees for their opinions or suggestions. Daryush presents the problem to his employees and seeks consensus, emphasizing that her opinion is only as important as every other employee's in her department. Ariel is displaying the ________ style of decision making.

consultative

autocratic

delegative

facilitative

directive

There are many factors to consider when leaders choose a decision-making style. The most obvious consideration is the

number of people involved in decision making.

quality of the resulting decision.

number of opinions obtained for making the decision.

the style of decision-making.

the number of different ideas generated during the process.

Nico is the owner of Yesteryear, a chain of vintage clothing stores. She lets the store managers and employees decide for themselves how best to lay out the stores and what to do about the problems they face on a daily basis. She basically serves as a consultant, but leaves the ultimate decision of how to solve problems up to her workers. Nico's leadership style is

worker-based.

laissez-faire.

consultative.

delegative.

facilitative.

Which of the following is the style of decision making whereby the leader plays no role in deliberations unless asked?

directive

autocratic

delegative

facilitative

consultative

Julio has been newly appointed as the CEO of SmartSystems, Inc. He is still learning how various departments function in the organization. Until he is able to gain sufficient knowledge and can suggest some changes, he relies on the suggestions and opinions of his team members and lets them do the things the way they are used to. He does not generally interfere in the decisions made by the employees but, at times, shares his past experiences with the employees. It can be said that Julio has adopted a(n) ________ style of decision making.

autocratic

participative

consultative

delegative

negotiative

Tarquin is a quality control manager at Olympia Sporting Goods. Any time a problem arises and a decision needs to be made, he believes in getting his people involved. He presents the problem to his employees and seek consensus on a solution. He insists in these problem-solving meetings that his opinion and suggestions carry no more weight than anyone else's. Which of the following is the decision-making style that Tarquin is displaying?

consultative

autocratic

delegative

facilitative

negotiative

Chang is the art director at Idlewild Graphic Design. The firm recently acquired a new client, Palomino Film Productions. They are designing a logo, ad campaign, posters, and other materials for the client. Chang meets with his entire design team, and together they hash out ideas for the visual approach they should take on the project. Designers bring prototypes and everyone votes on them. Chang's leadership style is

consultative.

democratic.

facilitative.

autocratic.

delegative.

With a(n) ________ decision-making style, employees have a say in the decision-making process, but the ultimate authority still rests with the leader.

delegative

directive

consultative

facilitative

autocratic

Solange, a department manager at LeClerc Sportswear, uses a style of decision-making that focuses on using the skills, experiences, and ideas of others. The final decision-making power is with Solange. However, she does not make major decisions without getting inputs from those that will be affected. It can be said that she uses the ________ style of leader decision making.

autocratic

consultative

facilitative

participative

transactional

Claire has built her company by giving special attention to details. She is highly meticulous and demanding and often imposes her decisions on subordinates. Claire makes use of the ________ style of decision making.

autocratic

consultative

transformational

participative

delegative

Which of the following decision-making styles is characterized by the highest level of follower control?

autocratic

delegative

facilitative

negotiative

consultative

Alisha is the manager of Fresh Marketplace, an organic cafÃ©, juice bar, and supermarket. The company has recently been faced with competition from Oriole Organic Supermarket. Alisha meets with her team to get their thoughts on how Fresh Marketplace can become more competitive. They have a limited budget, so she needs to figure out where to best spend the money they have. After the meeting, she weighs their ideas before making a decision. Alisha's leadership style is

autocratic.

facilitative.

democratic.

team-based.

consultative.

Which of the following decision-making styles is characterized by the highest level of employee involvement?

consultative

autocratic

delegative

facilitative

supportive

A leader's ________ reflects the process that the leader uses to generate and choose from a set of alternatives to solve a problem.

operational efficiency

day-to-day behavior

decision-making style

emergence style

operational style

The autocratic style of leadership is characterized by high follower control.

Research tends to support many of the time-driven model's propositions, particularly when it uses practicing managers as participants.

For the delegative style of decision making, the teamwork skills of the employees involved are not important.

The time-driven model of leadership suggests that the focus should shift away from autocratic, consultative, facilitative, and delegative situations to autocratic, consultative, facilitative, and delegative leaders.

With a delegative style, a leader plays no role in the deliberations unless asked.

What is leadership, and what does it mean for a leader to be "effective"?

Simon started working at Solaris Industries right after college, and he had instant rapport with his boss, Felix. Felix not only showed him the ropes, but always encouraged Simon as he pursued his goals, such as starting graduate school. Over the years, Simon and Felix developed a close relationship, with Felix coming to Simon's wedding and his graduation. The other employees in Felix and Simon's department love Felix as well. A few months ago, Felix retired and was replaced by Emmett. Emmett has a very different personality but soon proves himself to be an effective and motivating boss. What do you think is a likely reaction of Simon to this change?

He tells his colleague Naomi that things are not the same and that he is thinking about leaving the company.

Simon, along with the rest of the employees feel demoralized, unmotivated, and angry about the change.

He is resentful because he feels he should have gotten Felix's job, so he talks to senior management.

After a period of depression, Simon experiences a renewed sense of commitment to the company.

Simon's affect-based trust of Felix and the company is transferred to Emmett.

Brady looks up to his boss, Malik, who has a business degree from Yale and, like Brady, is ambitious, successful, and extroverted. In addition, Brady and Malik share a similar, warped sense of humor. Malik often tells Brady you remind me of me ten years ago. Brady is likely to be a member of Malik's

triad.

dyad.

ingroup.

outgroup.

support team.

In the leader-member exchange theory, the low-quality exchange dyad forms the leader's

outgroup.

internal attributes.

ingroup.

levels of mutual trust.

obligations.

In the leader-member exchange theory, the ________ exchange dyad is marked by a limited exchange of information, influence, latitude, support, and attention.

participating

low-quality

intrinsic

high-quality

extrinsic

According to the leader-member exchange theory, the two general types of leader-member dyads are

role taking exchange and role selling exchange.

high-quality exchange and low-quality exchange.

intrinsic and extrinsic.

role making and role selling.

participating exchange and observing exchange.

During her first week at her new job, Ai's manager, Consuelo, goes over all of the duties Ai will be expected to perform. She also introduces Ai around the office and makes her aware of all the fun things they do in and out of the office, such as Pizza Fridays and volunteering at an at-risk children's center. She encourages Ai to get involved. Consuelo is engaged in

mentoring.

orientation.

role taking.

role making.

role modeling.

The ________ process is marked by a free-flowing exchange in which the leader offers more opportunities and resources and the employee contributes more activities and effort.

role taking

role selling

participating

role making

role allocating

During the ________ phase of the leader-member exchange theory, the employee's own expectations for the dyad get mixed in with those of the leader.

role taking

role selling

participating

role making

role allocating

During which phase of the leader-member exchange theory does a manager describe role expectations to employees, with the employees attempting to fulfill those expectations with their job behaviors?

readiness

role taking

role selling

role making

role designing

The leader-member exchange theory argues that

new relationships between leaders and members are typically marked by a role taking phase.

most leaders can judge their performance by referring to the number of companies they have created.

leader traits holds more practical relevance than leader actions.

the correlations of the trait-leadership magnitude are strong.

organizations should limit leader-member exchanges to maximize organizational productivity.

Leader-member exchange theory argues that new leader-member relationships are typically marked by a role taking phase.

Leadership is the use of power and influence to direct the activities of followers toward goal attainment.

What traits and characteristics are related to leader emergence and leader effectiveness?

Ji-Eun is in charge of selecting an intern for the HR department at her company. She is especially interested in identifying the candidate with the strongest possibility for leadership. After interviewing five candidates, who do you think she chooses?

Kaelynn, who was late to the interview and not very well-prepared but was funny and smart

Dennis, who was introverted but reacted well when the interview was interrupted by an important phone call

Carlotta, who bragged about having gone to an Ivy League school and ended up sort of taking over the interview

Rosemary, who was smart and sharp but was self-deprecating and shy when asked to talk about herself

Qasim, who did not have quite as much experience but was sharp and outgoing and showed an extreme willingness to learn

Researchers found two particular limitations to trait theory and therefore started looking more at what leaders do rather than who leaders are. The two limitations were that (a) traits had less practical relevance than leader actions and (b)

correlations between leader traits and leader effectiveness were weak.

researchers had identified all the relevant traits, so more research would be unnecessary.

the government stopped funding the research.

transformational leaders had different traits than other leaders.

leader traits had no relationship to dyadic leadership.

Which of the following characteristics is most closely related to leader effectiveness?

low agreeableness

high conscientiousness

high introversion

low neuroticism

high openness to experience

Sierra, an intern, is well-liked by everyone in the office. She has seemingly boundless energy, asks a lot of questions, and is self-confident without being arrogant. Her supervisor, John, is discussing her time at the company with his colleague Maxine. He predicts that

Sierra is a natural-born cooperator, rather than a leader.

Sierra's personality has no bearing on her leadership abilities.

Sierra's personality means she is likely to emerge as a leader.

Sierra is too nice and therefore unlikely to be an effective leader.

Sierra's personality means she is likely to become an effective leader.

Leader ________ refers to the notion that what people do is more important than their personality traits.

efficiency

effectiveness

emergence

substitution

efficacy

________ suggest that leaders are born, not made.

Leader-member exchange theories

Ohio State studies of leadership

Transformational theories of leadership

Contingent theory of leadership

Great person theories of leadership

The degree to which the leader's actions result in the achievement of the unit's goals; the continued commitment of the unit's employees; and the development of mutual trust, respect, and obligation in leader-member dyads are all called

outgroup readiness.

leader effectiveness.

leader emergence.

leader focus.

individualized consideration.

Which of the following refers to how well people actually do in a leadership role?

leader personality

leader effectiveness

leader emergence

leader perception

leader characteristic

Many of the correlations between traits and leadership are strong in magnitude when leader effectiveness serves as the outcome.

Traits are more predictive of leader emergence than they are of leader effectiveness.

What two dimensions capture most of the day-to-day leadership behaviors in which leaders engage?

Which of the following leadership behaviors should Heather adopt to deal with her group's readiness?

delegating

telling

selling

participating

negotiating

Which of the following leadership behaviors should Thu adopt for his group?

delegating

telling

selling

participating

negotiating

In the above scenario, Heather's group is at the ________ readiness level.

In the ________ leader behavior, leaders supplement their directing with support and encouragement to protect the confidence levels of the employees.

delegating

telling

selling

participating

negotiating

The life cycle theory of leadership advocates that the optimal combination of leader behavior in the R4 stage is

delegating.

telling.

selling.

participating.

negotiating.

The optimal combination of leader behavior in the R3 stage of the life cycle theory of leadership is

delegating.

telling.

selling.

participating.

negotiating.

In the life cycle theory of leadership, the optimal combination of leader behavior in the R2 stage is

delegating.

telling.

selling.

participating.

negotiating.

Which leader behavior, according to the life cycle theory of leadership, comprises high initiating structure and high consideration?

telling

selling

participating

delegating

performing

The life cycle theory of leadership suggests that ________ leader behavior comprises high initiating structure and low consideration.

telling

selling

participating

delegating

performing

Hamid is part of a team working on a new website for the company. Hamid is new to the company but taught himself to code at age eleven and has a degree in web design from the local university. When Isa, his supervisor, realizes the extent of Hamid's expertise in this area, he tasks Hamid with taking over the back-end design of the website. Isa's behavior is an example of

R4, participating.

R4, delegating.

R3, delegating.

R2, selling.

R1, telling.

Margarita recently started working as a temp for Lucid Systems Technology. On her first day, Shari, her team leader, goes over the details of how to use the accounting software and how to file a report on her work at the end of each day. By the end of the first week, Margarita is confident and able to do her work without asking Shari for guidance, but Shari still checks in periodically to give her encouragement and suggestions. By the end of the week, Shari is demonstrating which stage in the life cycle theory of leadership?

R1, telling

R1, selling

R3, selling

R4, delegating

R3, participating

According to the life cycle theory of leadership, a group of employees who are working together for the first time and are eager to begin, but who lack the experience and confidence needed to perform their roles, are at which level of readiness?

________ is broadly defined as the degree to which employees have the ability and the willingness to accomplish their specific tasks.

Integration

Effectiveness

Efficiency

Readiness

Emergence

Bianca has just hired five new people for her startup, Inspirex, which has been in business for a few years and recently received a large sum of money from an angel investor. Xavier and Rashad are two of the new team members. They go out for a drink at the end of their second week and discuss the atmosphere at Inspirex. Rashad really appreciates the fact that Bianca planned a fun meet-and-greet party the first week and went out of her way to integrate them into the team. Xavier agrees and adds that he appreciated Bianca's responsiveness to questions and her open-door policy. What else did Rashad and Xavier most likely take note of regarding Bianca's behavior?

She emphasized the roles of each member of the team, making sure they understood their duties and responsibilities.

In a meeting the first week, she solicited Rashad's and Xavier's opinions, instead of just making them sit and listen.

She checked in frequently the first week to make sure Rashad and Xavier were making progress toward daily goals.

She went over the company rules and had Rashad and Xavier take a short quiz to demonstrate their understanding.

She introduced Rashad and Xavier to their team leaders, who then explained to them their respective projects.

The Ohio State studies argued that initiating structure and consideration are ________, while the University of Michigan studies proposed them to be

independent concepts; ends of a continuum.

ends of a continuum; independent concepts.

dependent concepts; independent concepts.

correlated with leadership effectiveness; not correlated with leadership effectiveness.

ends of a continuum; central points in a continuum.

Which of the following behaviors, according to the studies at Ohio State, is a consideration behavior?

setting goals

integration

production

organization

incentives

Fatima has a deep concern for the welfare of her subordinates, and she promotes interactive discussions with them. Fatima can be described as a manager who scores high on

initiating structure.

autocratic leadership.

consideration.

managerial control.

discipline.

Orrin, the manager of Nordic Kitchen and Bath, has always been supportive toward the employees and understands their feelings. On most occasions, he overlooks their mistakes and gives them opportunities to develop a friendly atmosphere in the office. He often takes on some of their work in order to reduce their burden. Orrin would score high on

initiating structure.

intermediation.

consideration.

directive behavior.

transactional leadership.

________ reflects the extent to which leaders create job relationships characterized by mutual trust, respect for employee ideas, and thoughtfulness regarding employee feelings.

Transformation

Delegating

Consideration

Participation

Initiating structure

Jackson's boss, Samira, is excited about a new project management system she learned about at a weekend seminar, which purports to increase accountability and efficiency by 30 percent. She bought it for the office and hired a trainer to teach everyone in the office how to use it. What dimension of day-to-day leadership is Samira demonstrating?

innovation

consideration

initiating structure

test-marketing

group consensus

Which type of structure reflects the extent to which the leader defines and structures the roles of employees in pursuit of goal attainment?

initiating structure

delegative structure

consideration structure

participative structure

transformational structure

The life cycle theory of leadership argues that the optimal combination of ________ and consideration depends on the readiness of the employees in the work unit.

integration

personality

organization

initiation of structure

decision-making style

Which of the following theories is also known as the situational model of leadership?

the Ohio State studies

the University of Michigan studies

the life cycle theory of leadership

the time-driven model of leadership

Herzberg's two-factor theory

Transformational leaders heighten followers' awareness of the importance of certain outcomes while increasing their confidence that those outcomes can be achieved.

Situational leadership theory is well supported by many scientific studies.

Leaders who are high on initiating structure play a passive role in directing group activities and often fail to plan activities.

Shawn, Thu, Rei, and Heather are managers working at PureDrop, a bottled water manufacturing company. They each supervise groups of employees who are very different from each other. From a readiness point of view, it can be said that Shawn's group is able but unwilling, Thu's unit is both able and willing, Rei's is neither able nor willing, and Heather's is not able but highly willing to take on the responsibilities. Rei's optimal behavior to deal with her group's readiness should be characterized by initiating structure and consideration.

moderate; low

low; high

low; moderate

high; high

moderate; moderate

Shawn, Thu, Rei, and Heather are managers working at PureDrop, a bottled water manufacturing company. They each supervise groups of employees who are very different from each other. From a readiness point of view, it can be said that Shawn's group is able but unwilling, Thu's unit is both able and willing, Rei's is neither able nor willing, and Heather's is not able but highly willing to take on the responsibilities. Which of the following behaviors would be best suited to deal with Shawn's group's readiness?

delegating

telling

selling

participating

negotiating

Which of the following statements is False about research findings related to the life cycle theory?

The theory's predictions are not supported for high readiness situations.

The theory's predictions are supported only for low readiness situations.

The shifting nature of its predictions has made scientific testing somewhat difficult.

Actual leaders use the recommended combinations more than 50 percent of the time.

Telling and selling behaviors are more effective when motivation and confidence are high.