Chapter 11 - Leadership: Fundamentals, Organizations
Chapter 11
Leadership: Fundamentals, Organizations
True / False Questions
1. (p. 312) Because scientists have been studying leadership for decades, the mystery of what
makes a good leader has generally been revealed.
FALSE
Difficulty: Medium
Rationale: It spite of the fact that leadership has been studied for decades, it remains somewhat a mystery.
2. (p. 312) Leaders are individuals who influence other individuals to do what they might not do
in the absence of a leader's influence.
TRUE
Difficulty: Easy
3. (p. 312) A leader's acts affect other people more than other people's acts affect them.
TRUE
Difficulty: Easy
4. (p. 313) Leadership is a broader concept than management.
FALSE
Difficulty: Medium
Rationale: Leadership is a narrower concept than management.
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Chapter 11 - Leadership: Fundamentals, Organizations
5. (p. 313) A manager always engages in leadership.
FALSE
Difficulty: Medium
Rationale: A manager may or may not engage in leadership.
6. (p. 313) Organizations tend to select their leaders from individuals with similar backgrounds,
experiences and qualifications.
TRUE
Difficulty: Easy
7. (p. 313) Leaders at the highest levels have unilateral control over resources.
FALSE
Difficulty: Medium
Rationale: Not even leaders at the highest levels have unilateral control over resources.
8. (p. 313) External factors may be overwhelming and uncontrollable, no matter how astute,
insightful and influential a leader may be.
TRUE
Difficulty: Easy
9. (p. 314) Extreme intelligence differences between leaders and followers will always enhance
productivity.
FALSE
Difficulty: Easy
Rationale: Extreme intelligence differences between leaders and followers can be dysfunctional.
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Chapter 11 - Leadership: Fundamentals, Organizations
10. (p. 314) An effective leader needs only minimal technical knowledge relevant to the task
being undertaken by followers.
FALSE
Difficulty: Medium
Rationale: A effective leader must demonstrate more than passing technical knowledge relevant to the task being undertaken.
11. (p. 314) Supervisory ability becomes less pronounced as one moves up the organizational
hierarchy.
FALSE
Difficulty: Medium
Rationale: According to Ghiselli, supervisory ability become more pronounced as one moves up the organizational hierarchy.
12. (p. 314) Effective leaders share certain abilities and skills that enable them to do their job.
TRUE
Difficulty: Medium
13. (p. 314) CEOs rarely see the actual work they initiate.
TRUE
Difficulty: Easy
14. (p. 315) Ghiselli found that self-assurance was related to hierarchical position in the
organization.
TRUE
Difficulty: Medium
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Chapter 11 - Leadership: Fundamentals, Organizations
15. (p. 315) Leaders have a relatively low need for power.
FALSE
Difficulty: Easy
Rationale: Leaders have a relatively high need for power.
16. (p. 315) Effective leaders have a relatively high need for affiliation.
FALSE
Difficulty: Medium
Rationale: Effective leaders have a relatively weak need for affiliation.
17. (p. 315) Trait test scores are predictive of leader effectiveness.
FALSE
Difficulty: Medium
Rationale: Trait test scores aren't consistently predictive of leader effectiveness.
18. (p. 315) Leadership traits act in combination, not alone, to influence followers.
TRUE
Difficulty: Easy
19. (p. 316) Patterns of effective leadership behavior depend largely on the situation.
TRUE
Difficulty: Easy
20. (p. 316) The trait approach provides insight into what effective leaders do on the job.
FALSE
Difficulty: Medium
Rationale: The trait approach fails to provide insight into what effective leaders do on the job; observations are needed.
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Chapter 11 - Leadership: Fundamentals, Organizations
21. (p. 316) The trait approach to describing effective leader behavior is not completely invalid.
TRUE
Difficulty: Easy
22. (p. 316) Global managers face lower levels of uncertainty than do their domestic
counterparts.
FALSE
Difficulty: Medium
Rationale: Global managers face higher levels of uncertainty than their domestic counterparts.
23. (p. 317) The employee-centered leader uses close supervision so that subordinates perform
their tasks using specified procedures.
FALSE
Difficulty: Medium
Rationale: This is a trait of a job-centered leader.
24. (p. 318) Leaders with a job-centered leadership style sometimes view concern for people as a
luxury they can't always afford.
TRUE
Difficulty: Easy
25. (p. 318) The employee-centered leader believes in delegating decision making and in
creating a supportive work environment.
TRUE
Difficulty: Easy
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Chapter 11 - Leadership: Fundamentals, Organizations
26. (p. 318) An experienced leader can be both job- and employee-centered.
FALSE
Difficulty: Medium
Rationale: Studies suggest that a leader must be either job-centered or employee-centered; an individual cannot be both.
27. (p. 319) A high consideration score has been linked to lower proficiency ratings and fewer
absences.
TRUE
Difficulty: Hard
28. (p. 319) Male and female leaders exhibit equal amounts of initiating structure and
consideration and have equally satisfied followers.
TRUE
Difficulty: Medium
29. (p. 320) The linkage between leadership and such performance indicators as efficiency and
production has been conclusively resolved by personal-behavioral theories.
FALSE
Difficulty: Medium
Rationale: The linkage between leadership and performance indicators hasn't been conclusively resolved by either of the personalbehavioral theories.
30. (p. 321) The situational theories of leadership approaches require a leader to have diagnostic
skills in human behavior.
TRUE
Difficulty: Medium
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Chapter 11 - Leadership: Fundamentals, Organizations
31. (p. 321) What's effective leadership in one situation will always be effective in another.
FALSE
Difficulty: Easy
Rationale: What's effective leadership in one situation will be disorganized incompetence in another.
32. (p. 322) The leader's influence depends in part on acceptance by followers.
TRUE
Difficulty: Easy
33. (p. 322) If a leader isn't trusted and is viewed negatively by followers, the situation will
likely call for relationship-oriented leadership.
FALSE
Difficulty: Medium
Rationale: This situation would call for task-oriented leadership.
34. (p. 322) Position power in the contingency model refers to the power inherent in the
leadership position.
TRUE
Difficulty: Easy
35. (p. 324) Fiedler recommends that organizations concentrate on changing situations to fit their
leaders, rather than changing (training) leaders to fit their situations.
TRUE
Difficulty: Medium
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Chapter 11 - Leadership: Fundamentals, Organizations
36. (p. 324) Individuals who prefer task-oriented behavior will benefit greatly from human
relations skill training.
FALSE
Difficulty: Medium
Rationale: Individuals who prefer task-oriented behavior will not benefit from human relations training any more than would relationshiporiented leaders respond to training to make them more task-oriented.
37. (p. 325) The foundation of the path-goal theory is the expectancy motivation theory.
TRUE
Difficulty: Medium
38. (p. 326) The higher a follower's perceived ability relative to task demands, the more likely
he/she is to accept a directive leader style.
FALSE
Difficulty: Medium
Rationale: A subordinate with a high degree of perceived ability is less likely to accept a directive leader style because this type of
leadership would be considered unnecessarily close.
39. (p. 327) One study found that when task structure was low, directive leader behavior was
positively related to satisfaction.
TRUE
Difficulty: Medium
40. (p. 328) A person high in job readiness has the self-motivation and desire to do high-quality
work and has little need for direct supervision.
FALSE
Difficulty: Medium
Rationale: A person high in job readiness has the knowledge and ability to perform the job without a manager structuring or directing the
work; a person high in psychological readiness has the self-motivation and desire to do it without direct supervision.
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Chapter 11 - Leadership: Fundamentals, Organizations
41. (p. 330) Just asking an insecure follower to participate can sometimes result in more
insecurity.
TRUE
Difficulty: Medium
42. (p. 331) The leader-member exchange theory of leadership proposes that leader behavior is
consistent across subordinates.
FALSE
Difficulty: Hard
Rationale: The leader-member exchange theory of leadership proposes that there is no such thing as consistent leader behavior across
subordinates.
43. (p. 331) An out-group member isn't the type of person the leader prefers to work with and
this attitude is likely to become a self-fulfilled prophecy.
TRUE
Difficulty: Easy
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Chapter 11 - Leadership: Fundamentals, Organizations
Multiple Choice Questions
44. (p. 312) ____________________ occurs when one group member modifies the motivation or
competencies of others in the group.
A. Management
B. Leadership
C. Motivation
D. All of the above
Difficulty: Medium
45. (p. 312-313) Acceptance of a leader's directives or requests rests largely on the followers'
____________________.
A. Acceptance of the leader
B. Expectations that a favorable response can lead to an attractive outcome
C. Abilities, intelligence and experience
D. Prior experiences with the leader
Difficulty: Medium
46. (p. 314) A leader with a relatively high IQ who is attempting to influence a group whose
members have average IQs may have trouble with all of the following except:
A. Understanding why the members don't comprehend the problem
B. Communicating ideas
C. Communicating policies
D. Expressing sympathy
Difficulty: Easy
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Chapter 11 - Leadership: Fundamentals, Organizations
47. (p. 314) The ability to get along with others is attributed to all of the following except:
A. Persuasiveness
B. Intelligence
C. Tact
D. Diplomacy
Difficulty: Easy
48. (p. 314-315) A problem with trait theories is that ____________________.
A. New traits are being added to the list every year
B. They fail to provide insight into what the effective leader does on the job
C. Trait test scores don't consistently predict leader effectiveness
D. All of the choices are correct
Difficulty: Medium
49. (p. 315) Edwin Ghiselli found that the ability to initiate action decisively was related to an
individual's ____________________ in the organization.
A. Seniority
B. Job
C. Level
D. Reputation
Difficulty: Medium
50. (p. 318) A leader with a ____________________ tendency supports open communication
and participation.
A. High consideration
B. High initiating structure
C. Low initiating structure
D. Low consideration
Difficulty: Easy
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Chapter 11 - Leadership: Fundamentals, Organizations
51. (p. 318) The Ohio State research identified two behaviors of effective leadership, which are
____________________.
A. Participative and directive
B. Initiating structure and consideration
C. Task and relationship
D. Employee-centered and job-centered
Difficulty: Medium
52. (p. 319) Supervisors who scored ____________________ on initiating structure had high
proficiency ratings from supervisors, but also had more employee grievances.
A. High
B. Low
Difficulty: Easy
53. (p. 320) Situational theories suggest that leadership effectiveness depends on the fit between
personality, task and ____________________.
A. Power
B. Attitudes
C. Perceptions
D. All of the above
Difficulty: Hard
54. (p. 321) All of the following are important to managers who want to modify their styles to
cope with changes in the work environment except:
A. Forces within the managers
B. Forces within outside organizations
C. Forces in the subordinates
D. Forces in the situation
Difficulty: Medium
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Chapter 11 - Leadership: Fundamentals, Organizations
55. (p. 321) The contingency model of leadership effectiveness postulates that group
performance is dependent on the interaction between leadership style and
____________________.
A. Employee behavior
B. Group leaders
C. Situational favorableness
D. Task structure
Difficulty: Hard
56. (p. 321) Fiedler proposes that all of the following determine whether a task- or relationshiporiented style is more effective except:
A. Situational favorableness
B. Leader-member relations
C. Task structure
D. Position power
Difficulty: Hard
57. (p. 321) From theoretical as well as intuitive points of view, ____________________ is/are
likely to be the most important variable in a situation.
A. Situational favorableness
B. Interpersonal leader-follower relationships
C. Position power
D. Task structure
Difficulty: Hard
58. (p. 323) ____________________ would be the preferred leadership style in situations where
leader-member relations are poor, task structure is high and position power is strong.
A. Relationship-motivated
B. Task-motivated
C. Either style will work
Difficulty: Hard
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Chapter 11 - Leadership: Fundamentals, Organizations
59. (p. 323) ____________________ would be the preferred leadership style in situations where
leader-member relations are poor, task structure is low and position power is weak.
A. Relationship-motivated
B. Task-motivated
C. Either style will work
Difficulty: Hard
60. (p. 325) A ____________________ leader treats subordinates as equals.
A. Directive
B. Supportive
C. Achievement-oriented
D. Participative
Difficulty: Medium
61. (p. 325) The path-goal leadership model attempts to predict leadership effectiveness
____________________.
A. Under stress
B. In new leaders
C. In different situations
D. With unskilled and unwilling employees
Difficulty: Hard
62. (p. 325) Early path-goal work led to the development of a complex theory involving four
specific leader behaviors: directive, supportive, participative and ____________________.
A. Intuitive
B. Achievement
C. Teaching
D. Nuturing
Difficulty: Hard
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Chapter 11 - Leadership: Fundamentals, Organizations
63. (p. 325) Early path-goal work led to the development of a complex theory involving three
subordinate attitudes: ____________________, acceptance of the leader and expectations
about effort-performance-reward relationships.
A. Self-assurance
B. Power need
C. Job satisfaction
D. Participative behavior
Difficulty: Hard
64. (p. 326) The ____________________ leader sets challenging goals, expects subordinates to
perform at the highest level and continually seeks performance improvement.
A. Directive
B. Supportive
C. Participative
D. Achievement-oriented
Difficulty: Medium
65. (p. 325-326) The ____________________ leader consults with subordinates and considers
their suggestions and ideas before reaching a decision.
A. Directive
B. Supportive
C. Participative
D. Achievement-oriented
Difficulty: Medium
66. (p. 326) According to the path-goal theory, leaders should increase the number and kinds of
____________________ available to subordinates.
A. Tasks
B. Rewards
C. Career paths
D. Challenges
Difficulty: Medium
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Chapter 11 - Leadership: Fundamentals, Organizations
67. (p. 326) Two situational variables are considered in the path-goal theory: personal
characteristics of the subordinates and ____________________.
A. Personal characteristics of the leader
B. Specifics of the task demands
C. Environmental pressures and demands
D. Both A and C
Difficulty: Hard
68. (p. 326) Individuals with an internal locus of control are generally more satisfied with a
____________________ style of management.
A. Directive
B. Participative
C. Achievement-oriented
D. Supportive
Difficulty: Hard
69. (p. 327) The path-goal theory proposes that leader behavior is motivational to the extent that
it helps subordinates cope with ____________________ uncertainties.
A. Goal
B. Environmental
C. Job
D. Management
Difficulty: Medium
70. (p. 328) The emphasis of the situational leadership model is on followers and their
____________________.
A. Level of maturity
B. Years of experience
C. Place in the organizational hierarchy
D. All of the above
Difficulty: Medium
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Chapter 11 - Leadership: Fundamentals, Organizations
71. (p. 330) An R&D lab with expert, experienced scientists who are totally able and willing to
do the job would flourish under a ____________________ style of leadership.
A. Telling
B. Selling
C. Participating
D. Delegating
Difficulty: Easy
72. (p. 331) The ____________________ rests on the assumption that the leader's perception of
followers influences the leader's behavior.
A. The leader-member exchange approach to leadership
B. Contingency model of leadership
C. Path-goal model of leadership
D. The situational leadership model
Difficulty: Medium
73. (p. 332) The statement "Leaders are task- or relationship-oriented; the job should be
engineered to fit the leader's style" is representative of ____________________.
A. The leader-member exchange approach to leadership
B. Fiedler's contingency model of leadership
C. House's path-goal model of leadership
D. The Hersey-Blanchard situational leadership model
Difficulty: Hard
74. (p. 332) The statement "The perceptive leader is able to adapt his/her style to fit followers'
needs" is representative of ____________________.
A. The leader-member exchange approach to leadership
B. Fiedler's contingency model of leadership
C. House's path-goal model of leadership
D. The Hersey-Blanchard situational leadership model
Difficulty: Hard
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Chapter 11 - Leadership: Fundamentals, Organizations
Hometown Medical Clinic is a large, integrated medical practice with 45 employees. Meghan
Swazy is in charge of billing and records and oversees three clerks in the department. Their
tasks are rather mundane and are clearly outlined in the records manual. The clerks have
worked there at least two years and they get along with Meghan very well, even though she is
tasked with evaluating their work.
Dr. Jerry Sinden, a founding partner is recognized as a genius in his field. Although he can be
rather surly, he is well liked and respected by the other doctors. Because the organization is a
partnership, Jerry's power is somewhat limited, but he is anxious to see all of the doctors
succeed in their specialty.
Marlene Dimler is the new head of the medical assistants. Marlene has always gotten along
well with her coworkers and is respected for her work. Her job duties vary from day to day
because almost all supervision of the assistants comes from the doctors themselves, who
outrank her.
The assistants' tasks depend on the patients, the types of illnesses and which physicians are
working that day.
75. (p. 321-324) Based on Fiedler's contingency leadership model, the preferred leadership style
for Meghan Swazy is ____________________
A. Role-motivated
B. Task-motivated
C. Relationship-motivated
Difficulty: Hard
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Chapter 11 - Leadership: Fundamentals, Organizations
76. (p. 321-324) Based on Fiedler's contingency leadership model, the preferred leadership style
for Dr. Sinden is ____________________.
A. Role-motivated
B. Task-motivated
C. Relationship-motivated
Difficulty: Hard
77. (p. 321-324) Based on Fiedler's contingency leadership model, the preferred leadership style
for Marlene Dimler is ____________________.
A. Role-motivated
B. Task-motivated
C. Relationship-motivated
Difficulty: Hard
Recently, you've begun to have trouble with a subordinate. He has become lackadaisical and
only your constant prodding has brought about task completion. Because of past experience
with him, you suspect that he may not have all the expertise needed to complete the highpriority task you have given him.
78. (p. 330) The best action to take in reference to scenario 11-78 would be to:
A. Continue to direct and follow up on this efforts to complete the task
B. Continue to supervise his work and try to determine his attitudes and feelings about the
assignment
C. Involve him in task problem solving, offer support and use his ideas in the task completion
D. Let him know that this is an important task and ask him to contact you if he has any
questions or problems
Difficulty: Medium
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Chapter 11 - Leadership: Fundamentals, Organizations
79. (p. 331) The worst action to take in reference to scenario 11-78 would be to:
A. Continue to direct and follow up on this efforts to complete the task
B. Continue to supervise his work and try to determine his attitudes and feelings about the
assignment
C. Involve him in task problem solving, offer support and use his ideas in the task completion
D. Let him know that this is an important task and ask him to contact you if he has any
questions or problems
Difficulty: Medium
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Chapter 11 - Leadership: Fundamentals, Organizations
Fill in the Blank Questions
80. (p. 312) ____________________ is an attempt to use influence to motivate individuals to
accomplish some goal.
Leadership
Difficulty: Hard
81. (p. 315) Working within the system to accomplish socially desirable outcomes is called
____________________ orientation.
socialized power
Difficulty: Hard
82. (p. 317) Researchers have identified two distinct styles of leadership, job-centered and
____________________-centered.
employee
Difficulty: Hard
83. (p. 318) A series of studies undertaken by Ohio State University isolated two leadership
behaviors, initiating structure and ____________________.
consideration
Difficulty: Hard
84. (p. 321) Fiedler's studies led him to believe that leaders practice one of two leadership styles:
task-oriented or ____________________-oriented.
relationship
Difficulty: Hard
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Chapter 11 - Leadership: Fundamentals, Organizations
85. (p. 328) ____________________ is defined as the ability and willingness of people
(followers) to take responsibility for directing their own behavior.
Readiness
Difficulty: Hard
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Chapter 11 - Leadership: Fundamentals, Organizations
Short Answer Questions
86. (p. 313) Efficiency is a measure of organizational effectiveness (results). Name four other
things that could be used as a measure of effectiveness.
Any four of the following: production, quality, flexibility, satisfaction, competitiveness,
development and survival. Other answers may also be correct, such as number of students
promoted.
Difficulty: Hard
87. (p. 314) List four ways in which the traits of leaders can be identified for later study.
Any four of the following: personnel testing, observation, voting by associates, nomination
rating by observers and analysis of biographical data.
Difficulty: Hard
88. (p. 314-315) List three personality traits that are often associated with leadership
effectiveness.
Any three of the following: alertness, energy level, tolerance, emotional maturity, originality,
personal integrity and self-confidence.
Difficulty: Medium
89. (p. 317) Leaders must cope with two separate but interrelated aspects of their situations. The
first is "they must accomplish the task." What is the second?
They must do so through the efforts of those they lead.
Difficulty: Hard
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Chapter 11 - Leadership: Fundamentals, Organizations
90. (p. 325) What is the leader's role in path clarification?
Helping subordinates understand which behaviors will result in goal accomplishment.
Difficulty: Medium
91. (p. 328) What are the two types of readiness that one should consider when evaluating
employees?
Job and psychological.
Difficulty: Hard
92. (p. 328) Hersey and Blanchard used the Ohio State studies to further develop four leadership
styles. The first is telling. What are the other three?
Selling, participating and delegating.
Difficulty: Medium
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Chapter 11 - Leadership: Fundamentals, Organizations
Essay Questions
93. (p. N/A) Every group to which you've belonged doubtless included one person you
considered to be more influential than others. Choose one of these groups, then explain who
you most considered the leader and why.
Student answers will vary.
Difficulty: Medium
94. (p. 316) What are some of the more important characteristics that a global leader must
possess in order to be successful?
In order to be successful, global leaders must be inquisitive, have an emotional connection
with employees and stakeholders throughout the company's worldwide operations and display
ethical behavior and loyalty to the company's agreed-upon values and strategy. They must
also be able to manage uncertainty and have business and organizational savvy.
Difficulty: Medium
95. (p. 322) The contingency model refers to power that is inherent in leadership positions. To
determine leader position power, what three questions must you ask?
(a) Can the supervisor recommend subordinate rewards and punishments to the boss?
(b) Can the supervisor punish or reward subordinates on her own?
(c) Can the supervisor recommend promotion or demotion of subordinates?
Difficulty: Hard
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Chapter 11 - Leadership: Fundamentals, Organizations
96. (p. 324) The text suggests that a way to raise morale is to provide positive outcomes for
subordinates. Give two examples of a "positive outcome."
Examples of "positive outcomes" can include such things as special bonuses, time off,
desirable assignments and so on. Although not mentioned in the text, students may mention
things that would appeal to themselves, such as new office furniture, updated software, free
meals or a company car.
Difficulty: Medium
97. (p. 327) It has been suggested that subordinate performance can cause changes in leader
behavior, just as leader behavior can cause changes in subordinate performance. Describe a
scenario in which you observed a subordinate cause changes in a leader's behavior.
Student answers will vary.
Difficulty: Medium
98. (p. 331) The leader-member exchange theory of leadership suggests that leaders classify
subordinates into in-group members and out-group members. Describe a situation in which
you were clearly a member of either the in-group or the out-group. Explain the positive and/or
negative consequences that you experienced by being in this group.
Student answers will vary.
Difficulty: Easy
99. (p. N/A) Would you prefer to have a job with a high amount of position power or one with
very low position power? Why?
Student answers will vary.
Difficulty: Easy
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Chapter 11 - Leadership: Fundamentals, Organizations
Matching Questions
100. (p. 328) Match the degree of follower's readiness to assume personal responsibility to the
most appropriate leadership behavior.
1. Able, unwilling
2. Able, willing
3. Unable, unwilling
4. Unable, willing
Telling: instructing and supervising
Delegating: coaching and assisting
Selling: explaining and clarifying
Participating: sharing and facilitating
Difficulty: Medium
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2
4
1