Module 6: Test Your Knowledge
True/False Questions
1. According to research, people tend to accept and pursue goals willingly, if their
peers set them.
2. For motivation to be high, instrumentalities, expectancy, and total valences must
ALL be high.
3. Low need for affiliation and moderate to high need for power are associated with
managerial success for both higher- and lower-level managers.
4. An intrinsic reward is reward the person derives directly from performing the job
itself.
5. According to Herzberg, characteristics of the workplace (termed hygiene factors)
will not motivate workers.
6. QWL advocates note that Quality of Work Life Programs has not been able to
improve organizational productivity.
7. For employees, psychological contract refers to what their employers owe them
and not vice versa.
8. Effective managers are always true leaders.
9. A participative leadership style is more appropriate for people who have an
external locus of control.
10. All leaders have vision.
11. The influence between leader and follower is one-directional.
12. The most powerful bosses are those that have high legitimate power and control
over rewards and punishments.
13. The trait approach is the oldest leadership perspective and was dominant for
several decades.
14. Three categories of leadership behavior are task performance, group maintenance,
and employee participation.
15. Path-goal theory is the most generally useful situational model of leadership
effectiveness.
16. Transformational leaders translate a vision into reality.
Multiple Choice Questions
17. Motivation refers to forces which
A) energize a person's efforts.
B) direct a person's efforts.
C) sustain a person's efforts.
D) motivation refers to all of the above.
E) a and b only.
18. For goals to be motivating, they must be all of these except
A) acceptable to employees.
B) subjective.
C) quantifiable.
D) difficult but attainable.
E) measurable.
19. Jim Elsey recently took two employees off probation because their performance
had greatly improved. This action demonstrates
A) positive reinforcement.
B) negative reinforcement.
C) punishment.
D) extinction.
E) none of the above.
20. Expectancy theory would place the following events in which order?
A) Outcomes, performance, effort
B) Performance, effort, outcomes
C) Effort, outcomes, performance
D) Performance, outcomes, effort
E) Effort, performance, outcomes
21. Expectancy is
A) the perceived likelihood that performance will be followed by a particular
outcome.
B) the value that expected outcomes hold for the person contemplating them.
C) Motivational Force X Sum of (Instrumentalities X Valences).
D) the perceived likelihood that employees' efforts will enable them to attain
their performance goals.
E) indirectly correlated with motivation.
22. Which of the following statements is supported by expectancy theory?
A) Facilitation of performance is fundamental to attaining performance goals.
B) Work to understand what each employee wants and/or needs from their job.
C) Know the need theories of motivation and their implications for your
employees.
D) Ensure that good performance is followed by positive outcomes.
E) All of the above
23. According to Maslow's Need Hierarchy
A) one can never be fully satisfied.
B) higher-level needs are more important than lower-level needs.
C) people are motivated to satisfy lower-level needs before higher level needs.
D) once a need is satisfied, it becomes a powerful motivator.
E) unsatisfied needs will not motivate performance.
24. Changing a task to make it inherently more rewarding, motivating, and satisfying
is called
A) job rotation.
B) enlargement.
C) job enrichment.
D) feedback.
E) autonomy.
25. According to Herzberg, the key to true job satisfaction and motivation to perform
lies in the
A) hygiene factors.
B) characteristics of the workplace.
C) motivators.
D) job itself.
E) both C and D.
26. A contribution of Herzberg's Two-Factor Theory is that it
A) distinguishes between a need for power VS achievement.
B) reminds managers to focus on intrinsic and extrinsic rewards.
C) illustrates the difficulty of actually motivating workers.
D) compounds the problems inherent in motivation theory.
E) notes that job design is of little consequence to employee motivation.
27. The positive outcomes of Hackman and Oldham's model of job design will occur
when
A) employees believe they are doing something meaningful.
B) employees feel responsible for the work that they do.
C) employees receive feedback about their performance.
D) employees feel that their work is important to other people.
E) all of the above.
28. In their efforts to restore balance (under Equity Theory), people will
A) reduce their outcomes.
B) increase their inputs.
C) decrease others' outcomes.
D) increase others' outcomes.
E) all of the above.
29. A leader is
A) someone with authority over others.
B) the top level manager in a firm or business.
C) a strategic level manager.
D) someone who influences others to attain goals.
E) someone well-respected by others.
30. Supervisory leadership is behavior that provides:
A) purpose and meaning.
B) corrective feedback.
C) guidance.
D) both a and c.
E) none of the above.
31. Strategic leadership is characterized by
A) purpose.
B) meaning.
C) corrective feedback.
D) all of the above.
E) a and b.
32. Which type of power is dominant when subordinates are obliged to comply by
virtue of a boss' authority?
A) Legitimate power
B) Reward power
C) Coercive power
D) Referent power
E) Expert power
33. Which of the following is not considered a basic leadership traits?
A) Drive
B) Leadership motivation
C) Integrity
D) Education
E) Knowledge of the business
34. Group Maintenance behaviors are
A) a concern for the accomplishment of the work.
B) a focus on the satisfaction of the work group.
C) solicitation of worker input.
D) generally resented by workers.
E) none of the above.
35. According to the Ohio State and Michigan studies, the ideal leader
A) does not exist.
B) is always performance and maintenance oriented.
C) is both autocratic and democratic.
D) is neither autocratic nor democratic.
E) relies on the situation to dictate his/her behavior.
36. Grid training was criticized for
A) ignoring the influence of referent power.
B) advocating a one-best-way style of leadership.
C) demanding more from leaders than most were capable of giving.
D) being little more than a money-making scheme.
E) suggesting that it was possible to be concerned with people and production
simultaneously.
37. Situational approaches to leadership suggest
A) a combination of concern for people and concern for task will always
succeed.
B) if in doubt, focus on a concern for production.
C) that a leader should analyze a situation before deciding what to do.
D) there is a one-best-way to manage.
E) that most leaders cannot alter their style of leadership despite the demands of
the situation.
38. Path-Goal theory is concerned with
A) the relationship of follower maturity to leader behaviors.
B) how leaders influence subordinates' perceptions of their work and how that
work might be attained.
C) the level of participation that a leader might allow a workgroup to assume
under varying conditions.
D) the personal style of the leader in combination with the maturity level of
followers.
E) none of the above.
39. Which of the following statements is NOT supported by Path-Goal theory?
A) A directive style is more appropriate when subordinates' ability is low.
B) Directive leadership is inappropriate if tasks are well structured.
C) If the task and the system of rules are dissatisfying, directive leadership will
create more dissatisfaction.
D) If the task or the system of rules is dissatisfying, supportive leadership is
especially appropriate.
E) If the primary work group provides social support to its members, supportive
leadership is very important.
40. Which of the following statements is NOT true of charismatic leaders?
A) They are dominant and self-confident.
B)
C)
D)
E)
They have a strong conviction in the moral righteousness of their beliefs.
They strive to create an aura of confidence and success.
They communicate high expectations for and confidence in their followers.
All of the above statements ARE true of charismatic leaders.
Module 6: Test Your Knowledge
Answer Sheet
True/False:
Multiple Choice:
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Module 6: Test Your Knowledge
True/False Questions
1.
False
Page 413
2.
True
Page 417
3.
True
Page 420
4.
True
Page 421
5.
True
Page 422
6.
False
Page 430
7.
False
Page 431
8.
False
Page 382
9.
False
Page 395
10.
False
Page 397
11.
False
Page 383
12.
False
Page 384
13.
True
Page 385
14.
True
Page 387
15.
True
Page 394
16.
True
Page 397
Multiple Choice Questions
17.
D
Page 412
18.
B Page 413
19.
B Page 415
20.
E
Page 416
21.
D
Page 416
22.
E
Page 417
23.
C Page 419
24.
C Page 422
25.
E
Page 422
26.
B Page 422
27.
E
Page 423-425
28.
C
Page 428
29.
D Page 385
30.
D
Page 382
31.
E
Page 382
32.
A
Page 383
33.
D
Page 385
34.
B
Page 387
35.
B
Page 389
36.
B
Page 389
37.
C
Page 390
38.
B
Page 394
39.
E
Page 394-395
40.
E
Page 396