Online Quiz – Leadership
Chapter 7
Contingency Theories of Effective Leadership
1. The primary explanatory process in Path-goal Theory of leadership is:
a.
b.
c.
d.
the influence of leader expectations on subordinate behavior
the influence of leader expectations on subordinate expectations
the influence of leader behavior on subordinate expectations
the influence of leader behavior on group processes
2. According to Path-goal theory, supportive leadership contributes most
to subordinate satisfaction and motivation when the task is:
a.
b.
c.
d.
tedious and stressful
important and meaningful
complex and variable
interesting and enjoyable
3. According to Path-Goal Theory, directive leadership is most effective
when:
a.
b.
c.
d.
the task is simple and repetitive
work roles are ambiguous
the task is tedious and stressful
work roles are independent
4. According to Kerr and Jermier, leadership is least important when:
a.
b.
c.
d.
there are few substitutes and neutralizers
there are few substitutes and many neutralizers
there are many substitutes and few neutralizers
there are many substitutes and neutralizers
5. According to Leader Substitutes Theory:
a. effective leaders find capable substitutes to replace subordinates
who lack appropriate skills or motivation
b. effective leaders find capable substitutes to fill in for them when
they must
be absent from the work unit
c. hierarchical leadership is less important when new strategies can
be
substituted for obsolete ones
d. hierarchical leadership is less important when many substitutes are
present in the situation
6. According to Cognitive Resources Theory, there is less likely to be a
relation between intelligence and leader effectiveness when:
a.
b.
c.
d.
there is a high level of interpersonal stress
the task is complex and unstructured
the leader has little prior experience with the task
the task requires frequent problem solving
7. According to Cognitive Resource Theory, what is the best predictor of
leader success when there is high interpersonal stress?
a.
b.
c.
d.
leader experience
leader intelligence
leader stress tolerance
leader power
8. A leader with a high LPC score will perform best when the situation is:
a.
b.
c.
d.
very favorable
moderately favorable
unfavorable
either very favorable or unfavorable
9. What is the major situational variable in Hersey and Blanchard’s
leadership theory?
a.
b.
c.
d.
leader maturity
subordinate maturity
task structure
subordinate role interdependence
10. According to the Multiple Linkage Model, short-term group
effectiveness depends primarily on what the leader does to:
a.
b.
c.
d.
maximize the task commitment of subordinates
improve planning and coordination of operations
correct any deficiencies in intervening variables
remove organizational constraints
11. In the Multiple Linkage Model, long-term group effectiveness depends
primarily on:
a.
b.
c.
d.
the leader's interpersonal skills
the leader's technical skills
the leader's ability to gain more power over subordinates
the leader's ability to make the situation more favorable
12. Which contingency theory uses specific leadership behaviors rather
than broad meta-categories?
a.
b.
c.
d.
path-goal theory
LPC contingency theory
substitutes for leadership
multiple linkage model
13. Which of the following was not a suggested guideline for adaptive
leadership?
a.
b.
c.
d.
use more planning to prepare for a long, complex task
provide more direction to people with independent work roles
be more supportive to people who have a stressful task
provide more direction and briefings when there is a crisis
14. Which of the following was a suggested guideline for adaptive
leadership?
a.
b.
c.
d.
make contingency plans to prepare for any possible problems
hold more meetings to involve people when a crisis occurs
maintain a high level of situational awareness
rely on previously effective practices
15. Which of the following actions by a manager is least useful for
improving coordination with other departments in the organization?
a.
b.
c.
d.
keep managers in other units informed about changes
closely monitor interactions with other units
meet with peers in other units to jointly plan schedules
provide more direction of work unit activities