Multiple Choice
1. Path–goal theory could be best described as a
a. Great person theory
b. Transformational theory
c. Motivational theory
d. Behavioral theory
Ans: C
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
2. Using the path-goal approach, expectancy theory suggests that
a. Leaders' needs and followers' needs overlap
b. Followers are motivated if they think completing a task will result in a valuable payoff.
c. A leader should try to help followers reach their fullest potential.
d. Followers are motivated regardless of ability.
Ans: B
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
3. In path-goal theory, the main components are ______, ______, and ________.
a. Leader style, follower characteristics, work setting
b. Supportive leadership, directive leadership, participative leadership
c. Follower characteristics, task characteristics, supportive leadership
d. Leadership, followers, task
Ans: A
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: MC
4. The researcher who consistently studied path-goal theory from the 1970s to 1990s is
a. Bass
b. Hersey
c. Vroom
d. House
Ans: D
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: MC
5. Path-goal theory is similar to the situational approach in that
a. Path-goal does not suggest leaders should be flexible
b. Path-goal does not take followers into consideration
c. Path-goal requires leaders to adapt to followers’ needs
d. Path-goal and situational both take the work setting into account
Ans: C
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
6. Motivation in path-goal theory is conceptualized using
a. Psychodynamic theory
b. Great man theory
c. Expectancy theory
d. Leader–member exchange theory
Ans: C
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: MC
7. Leadership generates motivation by
a. Adjusting style to commitment of followers
b. Setting high expectations
c. Using only directive behaviors
d. Clarifying the path to goal accomplishment
Ans: D
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
8. Leaders adjust their behaviors based on
a. Follower characteristics and work-setting characteristics
b. Follower characteristics and follower productivity
c. Follower characteristics and leader characteristics
d. Follower characteristics and team prototype
Ans: A
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: MC
9. Expectancy theory is about
a. Clearing the path for followers
b. Rewarding followers for meeting their goals
c. Establishing work group norms
d. Anticipating leaders’ needs
Ans: B
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
10. The path-goal leader adjusts to the characteristics of the follower and
a. The characteristics of the work setting
b. The characteristics of the team members
c. The prototype of the in-group members
d. The skills of the followers
Ans: A
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: MC
11. Path-goal theory integrates into which of the following theories of leadership?
a. Leader emergence theory
b. Contingency approach
c. Expectancy theory
d. Transformational theory
Ans: C
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
12. The underlying assumption of expectancy theory is that followers will be motivated if
a. They believe their leaders are capable
b. They believe their leaders are motivated
c. They believe they are doing the right thing
d. They believe their efforts will result in a certain outcome
Ans: D
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
13. Expectancy theory, when applied in path-goal leadership says
a. Leaders need to find the right reward to motivate followers
b. Make the same rewards available to all followers
c. Leaders should show motivation in multiple ways
d. Followers are expected to motivate other followers.
Ans: A
Cognitive Domain: Application
Answer Location: Description
Question Type: MC
14. Which researcher (s) focused on how leaders motivate followers to accomplish designated
goals.
a. Kotter
b. Fisher
c. Hersey and Blanchard
d. House
Ans: D
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: MC
15. Which researcher (s) conceptualized motivation from the perspective of the expectancy
theory of motivation?
a. Kotter and Bennis
b. Vroom
c. Hersey and Blanchard
d. House
Ans: B
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: MC
16. Which two path-goal leader behaviors are also leader behaviors in the situational approach?
a. Participative and directive
b. Supportive and authoritative
c. Supportive and directive
d. Achievement-oriented and directive
Ans: C
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: MC
17. Which of the following leadership theories expects the leader to continually be concerned
about subordinate motivation?
a. Situational leadership theory
b. Contingency theory
c. Path-goal theory
d. Leader–member exchange theory
Ans: C
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
18. Path-goal theory is about how leaders _________ subordinates to accomplish designated
________.
a. Encourage; tasks
b. Develop; goals
c. Motivate; goals
d. Influence; tasks
Ans: C
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
19. The directive leadership behavior is similar to
a. Delegating in the SLII model
b. Initiating structure in the Ohio State studies
c. Consideration in the University of Michigan studies
d. Employee orientation in the University of Michigan studies
Ans: B
Cognitive Domain: Comprehension
Answer Location: Directive Leadership
Question Type: MC
20. It is accurate to say that directive leadership
a. Attempts to make work challenging.
b. Provides performance standards.
c. Invites shared decision making.
d. Is feedback oriented.
Ans: B
Cognitive Domain: Comprehension
Answer Location: Directive Leadership
Question Type: MC
21. Your supervisor gives you a new project. You are informed that you have exactly 1 week to
complete it and are handed an outline of what the final project should resemble. According to
path-goal theory, which behavior best describes your supervisor?
a. Supportive
b. Directive
c. Participative
d. Achievement oriented
Ans: B
Cognitive Domain: Comprehension
Answer Location: Directive Leadership
Question Type: MC
22. Each week your supervisor holds a meeting in which he invites you and all the other
employees to give feedback regarding current projects. According to path-goal theory, which
behavior best describes your supervisor?
a. Supportive
b. Directive
c. Participative
d. Achievement oriented
Ans: C
Cognitive Domain: Comprehension
Answer Location: Participative Leadership
Question Type: MC
23. What best resembles the consideration behavior construct?
a. Supportive
b. Directive
c. Participative
d. Achievement oriented
Ans: A
Cognitive Domain: Comprehension
Answer Location: Participative Leadership
Question Type: MC
24. Challenging followers to perform work at the highest levels possible is an example of which
leadership behavior?
a. Supportive
b. Directive
c. Participative
d. Achievement oriented
Ans: D
Cognitive Domain: Comprehension
Answer Location: Achievement-oriented Leadership
Question Type: MC
25. Followers who have strong needs for affiliation prefer which type of leadership behavior?
a. Supportive
b. Directive
c. Participative
d. Achievement oriented
Ans: A
Cognitive Domain: Comprehension
Answer Location: Follower Characteristics
Question Type: MC
26. As the followers' perception of their own ability and competence increases
a. Need for supportive leadership goes down.
b. Need for supportive leadership goes up.
c. Need for directive leadership goes up.
d. Need for directive leadership goes down.
Ans: D
Cognitive Domain: Comprehension
Answer Location: Follower Characteristics
Question Type: MC
27. The need for directive leadership increases when employees
a. Believe that outside circumstances control their lives.
b. Believe they are in charge of their lives.
c. Feel competent to complete their work.
d. Want to help make decisions.
Ans: A
Cognitive Domain: Comprehension
Answer Location: Follower Characteristics
Question Type: MC
28. Path-goal theory suggests that leaders should respond to dogmatic/authoritarian followers
from a
a. Directive style
b. Supportive style
c. Participative style
d. Achievement style
Ans: A
Cognitive Domain: Application
Answer Location: Follower Characteristics
Question Type: MC
29. Followers with an internal locus of control believe
a. That leaders are in charge of events that occur in their lives.
b. That fate and change are in charge of events that occur in their lives.
c. That they are in charge of the events that occur in their lives.
d. That the organization is in charge of the events that occur in their lives.
Ans: C
Cognitive Domain: Comprehension
Answer Location: Follower Characteristics
Question Type: MC
30. House introduced new behaviors in his reformulated path-goal theory in 1996. These include
all of the following except
a. Inherent trait approach.
b. Group-oriented decision process.
c. Work facilitation.
d. Work-group representation and networking.
Ans: A
Cognitive Domain: Comprehension
Answer Location: Task Characteristics
Question Type: MC
31. In contexts where the group norms are weak or non-supportive, leadership assists in building
__________ and ____________.
a. Rules; clarification
b. Cohesiveness; role responsibility
c. Roles; responsibility
d. Psychological structure; task clarity
Ans: B
Cognitive Domain: Comprehension
Answer Location: Follower Characteristics
Question Type: MC
32. Path-goal theory suggests that leaders should respond to autonomous group members with
unstructured tasks from a
a. Directive style.
b. Supportive style.
c. Participative style.
d. Achievement style.
Ans: C
Cognitive Domain: Comprehension
Answer Location: How Does PGT Work?
Question Type: MC
33. Tasks that are unclear and ambiguous call for leadership input that
a. Provides structure.
b. Provides support.
c. Removes obstacles.
d. Is achievement oriented.
Ans: A
Cognitive Domain: Comprehension
Answer Location: How Does PGT Work?
Question Type: MC
34. Path-goal theory suggests all of the following except
a. That task and subordinate characteristics affect leadership effectiveness.
b. That leaders should help subordinates around their difficulties by removing obstacles.
c. That subordinates with an external locus of control should be directed.
d. That leaders need confidence and articulateness.
Ans: D
Cognitive Domain: Comprehension
Answer Location: How Does PGT Work?
Question Type: MC
35. With path-goal theory incorporating so many different aspects of leadership within its model,
which of the following could be argued?
a. The practical use of the theory is not valid.
b. It fails to determine the role of motivation.
c. It allows the leader to have a wider range of options as leader.
d. It is difficult to use the theory fully when trying to improve the leadership process.
Ans: D
Cognitive Domain: Comprehension
Answer Location: Criticisms
Question Type: MC
36. Path-goal theory does not clearly show how
a. Leader behaviors affect follower motivation levels.
b. Motivation is achieved by followers.
c. Whether or not leaders can adapt behaviors to different situations.
d. The best context for supportive behaviors.
Ans: A
Cognitive Domain: Comprehension
Answer Location: Criticisms
Question Type: MC
37. Path-goal theory suggests that leaders should respond to followers who need affiliation from
a(n)
a. Achievement style
b. Supportive style
c. Directive style
d. Participative style
Ans: B
Cognitive Domain: Comprehension
Answer Location: Follower Characteristics
Question Type: MC
38. Path-goal theory suggests that leaders should respond to followers who need clarity and
control from a(n)
a. Achievement style
b. Supportive style
c. Directive style
d. Participative style
Ans: D
Cognitive Domain: Comprehension
Answer Location: Follower Characteristics
Question Type: MC
39. Path-goal theory suggests that leaders should respond to followers who need to excel from
a(n)
a. Achievement style
b. Supportive style
c. Directive style
d. Participative style
Ans: A
Cognitive Domain: Comprehension
Answer Location: Follower Characteristics
Question Type: MC
40. Followers with external locus of control believe
a. That fate is in charge of life’s events
b. That they are in charge of life’s events
c. That interactions with others control life’s events
d. That personal relationships control life’s events
Ans: A
Cognitive Domain: Comprehension
Answer Location: Follower Characteristics
Question Type: MC
41. Manuel has a good sense of who he is and is confident that what he does and how he
responds to situations will help him achieve his goals. Manuel has
a. External locus of control
b. Need for affiliation
c. Internal locus of control
d. Authoritarian disposition
Ans: C
Cognitive Domain: Comprehension
Answer Location: Follower Characteristics
Question Type: MC
42. Susan feels that others in her organization and in her personal life have more influence over
her and her career and life path. Susan has
a. Autonomous locus of control
b. Need for affiliation
c. Internal locus of control
d. External locus of control
Ans: D
Cognitive Domain: Comprehension
Answer Location: Follower Characteristics
Question Type: MC
43. The new behaviors House identified in his reformulated path-goal review in 1996 have the
same essential premise as the original work which is
a. To match leader behavior to follower competence and commitment
b. To describe task and relationship behaviors
c. To identify competencies of leaders
d. To give followers what is missing in their workplace
Ans: D
Cognitive Domain: Application
Answer Location: Task Characteristics
Question Type: MC
44. Leaders who invite their followers to share in the decision-making process are using
a. Directive behaviors
b. Achievement behaviors
c. Supportive behaviors
d. Participative behaviors
Ans: D
Cognitive Domain: Comprehension
Answer Location: Leader Behaviors
Question Type: MC
45. Leaders who challenge their followers to perform their very best are using
a. Directive behaviors
b. Achievement behaviors
c. Supportive behaviors
d. Participative behaviors
Ans: B
Cognitive Domain: Comprehension
Answer Location: Leader Behaviors
Question Type: MC
46. Leaders who are friendly and approachable are using
a. Directive behaviors
b. Achievement behaviors
c. Supportive behaviors
d. Participative behaviors
Ans: C
Cognitive Domain: Comprehension
Answer Location: Leader Behaviors
Question Type: MC
47. Leaders who give followers instructions about task accomplishment are using
a. Directive behaviors
b. Achievement behaviors
c. Supportive behaviors
d. Participative behaviors
Ans: B
Cognitive Domain: Comprehension
Answer Location: Leader Behaviors
Question Type: MC
48. Your supervisor expresses concern for your well-being when he learns of the passing of your
father. He is using
a. Directive behaviors
b. Achievement behaviors
c. Supportive behaviors
d. Participative behaviors
Ans: C
Cognitive Domain: Comprehension
Answer Location: Leader Behaviors
Question Type: MC
49. Your supervisor is happy with your work and expresses confidence that you will bring the
project in ahead of time and under budget. She is using
a. Directive behaviors
b. Achievement behaviors
c. Supportive behaviors
d. Participative behaviors
Ans: B
Cognitive Domain: Comprehension
Answer Location: Leader Behaviors
Question Type: MC
50. Path-goal theory is
a. Descriptive
b. Prescriptive
c. Leader centered
d. Follower centered
Ans: B
Cognitive Domain: Comprehension
Answer Location: How Does PGT work?
Question Type: MC
51. I am doing a task I do not really understand and wish my leader would clear up my confusion
by telling me the first few steps. Which leadership style would help me the most?
a. Directive behaviors
b. Achievement behaviors
c. Supportive behaviors
d. Participative behaviors
Ans: A
Cognitive Domain: Application
Answer Location: How Does PGT Work?
Question Type: MC
52. I am doing a task I find very boring and unchallenging. Which leadership style would help
me the most?
a. Directive behaviors
b. Participative behaviors
c. Supportive behaviors
d. Achievement behaviors
Ans: C
Cognitive Domain: Application
Answer Location: How Does PGT Work?
Question Type: MC
53. I am doing a task that is really difficult to understand, and I want to clarify the task and work
out the details myself. Which leadership style would help me the most?
a. Directive behaviors
b. Participative behaviors
c. Supportive behaviors
d. Achievement behaviors
Ans: B
Cognitive Domain: Application
Answer Location: How Does PGT Work?
Question Type: MC
54. This challenging new project is exciting and I cannot wait to see how great it is going to be
when I am finished. Which leadership style would help me the most?
a. Directive behaviors
b. Participative behaviors
c. Supportive behaviors
d. Achievement behaviors
Ans: D
Cognitive Domain: Application
Answer Location: How Does PGT Work?
Question Type: MC
55. For task characteristics that are ambiguous, how many possible leader behaviors might be
used?
a. 1
b. 2
c. 3
d. 4
Ans: C
Cognitive Domain: Knowledge
Answer Location: Task Characteristics
Question Type: MC
56. For task characteristics that are complex, how many possible leader behaviors might be used?
a. 1
b. 2
c. 3
d. 4
Ans: B
Cognitive Domain: Knowledge
Answer Location: Task Characteristics
Question Type: MC
57. For task characteristics that are mundane and repetitive, how many possible leader behaviors
might be used?
a. 1
b. 2
c. 3
d. 4
Ans: A
Cognitive Domain: Knowledge
Answer Location: Task Characteristics
Question Type: MC
58. Followers who need a high level of human interaction need
a. Directive leadership
b. Participative leadership
c. Supportive leadership
d. Achievement-oriented leadership
Ans: C
Cognitive Domain: Knowledge
Answer Location: Follower Characteristics
Question Type: MC
59. Followers who have internal locus of control benefit from
a. Directive leadership
b. Participative leadership
c. Supportive leadership
d. Achievement-oriented leadership
Ans: B
Cognitive Domain: Knowledge
Answer Location: Follower Characteristics
Question Type: MC
60. Followers with the desire to exceed expectations benefit from
a. Directive leadership
b. Participative leadership
c. Supportive leadership
d. Achievement-oriented leadership
Ans: D
Cognitive Domain: Knowledge
Answer Location: Follower Characteristics
Question Type: MC
61. Followers who prefer authoritarian leadership benefit from
a. Directive leadership
b. Participative leadership
c. Supportive leadership
d. Achievement-oriented leadership
Ans: A
Cognitive Domain: Knowledge
Answer Location: Follower Characteristics
Question Type: MC
62. My job is data entry, which I do all day long every day of the week. This is a(n)
a. Complex task characteristic
b. Ambiguous task characteristic
c. Challenging task characteristic
d. Mundane task characteristic
Ans: D
Cognitive Domain: Knowledge
Answer Location: Task Characteristics
Question Type: MC
63. My job’s policies and procedures change regularly. This is a(n)
a. Complex task characteristic
b. Unclear task characteristic
c. Challenging task characteristic
d. Mundane task characteristic
Ans: B
Cognitive Domain: Knowledge
Answer Location: Task Characteristics
Question Type: MC
64. My job does not have set ways of doing each task. This is a(n)
a. Complex task characteristic
b. Ambiguous task characteristic
c. Repetitive task characteristic
d. Unchallenging task characteristic
Ans: B
Cognitive Domain: Knowledge
Answer Location: Task Characteristics
Question Type: MC
65. My job has many pieces that stretch my ability every day. This is a(n)
a. Challenging task characteristic
b. Repetitive task characteristic
c. Unclear task characteristic
d. Mundane task characteristic
Ans: A
Cognitive Domain: Knowledge
Answer Location: Task Characteristics
Question Type: MC
66. My job as a leader using path-goal theory is to use a style that
a. That best fits the followers’ needs
b. That best fits the followers’ needs and the type of job they are doing
c. That best fits the leader’s style and the followers’ work style
d. That best fits the followers’ characteristics
Ans: B
Cognitive Domain: Knowledge
Answer Location: How Does PGT Work?
Question Type: MC
67. I am really frustrated and unsatisfied with my work right now. I need my leader to
a. Nurture me
b. Involve me
c. Challenge me
d. Direct me
Ans: A
Cognitive Domain: Application
Answer Location: How Does PGT Work?
Question Type: MC
68. I am tired of doing the same old boring job. I need my leader to
a. Challenge me
b. Involve me
c. Support me
d. Direct me
Ans: C
Cognitive Domain: Application
Answer Location: How Does PGT Work?
Question Type: MC
69. I am doing a job that has ambiguous rules for which I need clarity. I need my leader to
a. Challenge me
b. Involve me
c. Nurture me
d. Direct me
Ans: B
Cognitive Domain: Application
Answer Location: How Does PGT Work?
Question Type: MC
70. A strength of the path-goal theory is
a. It is very complex and has many aspects to it
b. Empirical research partially supports its validity
c. It attempts to integrate motivation from expectancy theory
d. It clearly explains the relationship between motivation and leader behaviors
Ans: C
Cognitive Domain: Knowledge
Answer Location: Strengths
Question Type: MC
71. Path-goal theory
a. Is not a practical model
b. Is a practical model
c. Is not prescriptive
d. Has high validity
Ans: B
Cognitive Domain: Comprehension
Answer Location: Strengths
Question Type: MC
72. Which is not a criticism of the path-goal theory?
a. It attempts to integrate motivation from expectancy theory
b. Empirical research only partially supports its validity
c. It is very complex and has many aspects to it
d. It does not clearly explain the relationship between motivation and leader behaviors
Ans: A
Cognitive Domain: Knowledge
Answer Location: Criticisms
Question Type: MC
73. There are multiple leader behaviors, task characteristics, and follower characteristics in pathgoal theory that must be assessed correctly and integrated for effective leadership. This is a
a. Strength of path-goal theory
b. Criticism of path-goal theory
c. Leader benefit of path-goal theory
d. Organizational benefit of path-goal theory
Ans: B
Cognitive Domain: Application
Answer Location: Criticisms
Question Type: MC
74. Principles of path-goal theory
a. Are applied in many leadership training programs
b. Easy for leaders to apply to their followers
c. Consistent with organizational leadership training topics
d. Can be used for all types of tasks at all levels of leadership
Ans: D
Cognitive Domain: Application
Answer Location: Application
Question Type: MC
75. An advantage of using path-goal theory is
a. It connects both work tasks and leader-member exchanges for effective leadership
b. It connects both work setting and skill development of followers
c. It connects the work tasks and follower needs for effective leadership
d. It connects leaders with followers by focusing on followers first
Ans: C
Cognitive Domain: Application
Answer Location: Application
Question Type: MC
76. Path-goal theory was developed to
a. Explain how leaders motivate followers to be satisfied and successful in their work
b. Explain how to get all followers in the in-group
c. Explain how motivation improves follower service orientation
d. Explain how authoritarian leader behaviors are inappropriate in the work setting
Ans: A
Cognitive Domain: Application
Answer Location: Summary
Question Type: MC
Multiple Selection
77. The leader behaviors in path-goal include
a. Directive
b. Coaching
c. Delegating
d. Participative
Ans: A, D
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: MS
78. Which of the following is not a leader behavior in path-goal theory?
a. Directive
b. Coaching
c. Delegating
d. Participative
Ans: B, C
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: MS
79. The underlying assumption in expectancy theory is that followers will be motivated
a. If they can do the work
b. If they have good exchanges with their leaders
c. If their efforts will result in a likely outcome
d. If they get a reward that has value to them
Ans: A, C, D
Cognitive Domain: Comprehension
Answer Location: Expectancy Theory
Question Type: MS
True/False
80. Path-goal theory is based on motivation principles drawn from expectancy theory.
a. True
b. False
Ans: True
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: TF
81. A disadvantage of path-goal theory is that its approach could foster subordinate dependency.
a. True
b. False
Ans: True
Cognitive Domain: Knowledge
Answer Location: Criticism
Question Type: TF
82. According to path-goal theory, directive communication is least effective when followers are
inexperienced and when the task is unstructured.
a. True
b. False
Ans: False
Cognitive Domain: Knowledge
Answer Location: How Does Skills Approach Work
Question Type: TF
83. Once a leader adjusts his/her style to match a follower’s needs, he/she should continue to use
that style with that follower.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: How Does Skills Approach Work
Question Type: TF
84. According to path-goal theory, achievement-oriented leadership is most effective in settings
where followers are required to perform unambiguous tasks.
a. True
b. False
Ans: False
Cognitive Domain: Knowledge
Answer Location: How Does Skills Approach Work
Question Type: TF
85. Path-goal leadership is not a trait approach that locks leaders into only one kind of
leadership.
a. True
b. False
Ans: True
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: TF
86. According to path-goal theory, when jobs are very complex, supportive leadership should be
provided.
a. True
b. False
Ans: False
Cognitive Domain: Knowledge
Answer Location: Task Characteristics
Question Type: TF
87. In work settings where the formal authority system is weak, leadership becomes a tool that
helps subordinates by making the rules and work requirements clear.
a. True
b. False
Ans: True
Cognitive Domain: Knowledge
Answer Location: Task Characteristics
Question Type: TF
88. Path-goal theory predicts that subordinates who have strong needs for affiliation prefer
directive leadership.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: Follower Characteristics
Question Type: TF
89. Participative leadership is effective with subordinates who have a strong need to control
(internal locus of control).
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Follower Characteristics
Question Type: TF
90. Path-goal leadership is an approach to leadership for which many management-training
programs have been developed.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: Criticisms
Question Type: TF
91. Path-goal theory is a lot like coaching and mentoring in Mumford’s Skills Model.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: How Does PGT Work?
Question Type: TF
92. Supportive behaviors in path-goal theory are similar to supportive behaviors in the situational
approach.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: TF
93. Path-goal theory predicts that subordinates who are authoritarian prefer directive leadership.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Follower Characteristics
Question Type: TF
94. According to path-goal theory, when jobs are very complex, participative leadership should
be provided.
a. True
b. False
Ans: False
Cognitive Domain: Knowledge
Answer Location: Task Characteristics
Question Type: TF
95. Research on path-goal theory found significant validity for the model.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: Criticisms
Question Type: TF
Essay
96. In path-goal theory, when tasks are ambiguous, three different styles of leadership are
prescribed. How would a leader know which one to choose?
Ans: After assessing task characteristics, the leader should assess group members' orientations.
If they like psychological structure and certainty, then the leader should use a directive style. If
members have a strong sense of agency and like to be involved in decision making, then a
participative style of leadership is called for. For members who are self-motivated and strive to
excel, an achievement-oriented leadership style would be most effective.
Cognitive Domain: Analysis
Answer Location: How Does PGT Work?
Question Type: Essay
97. How can a leader's style affect a follower's motivation?
Ans: The path-goal approach is based on expectancy theory, “which suggests that subordinates
will be motivated if they think they are capable of performing their work, if they believe their
efforts will result in a certain outcome, and if they believe that the payoffs for doing their work
are worthwhile.” Leaders motivate by making subordinates' paths to their goals clear and their
work conditions more satisfying. This involves choosing the leader behaviors that best fit
subordinate needs (affiliation, etc.) and task characteristics (formal authority, group norms, etc.).
Cognitive Domain: Analysis
Answer Location: Leader Behaviors
Question Type: Essay
98. Path-goal theory is criticized for its over-emphasis on the leader and not so much on the
follower. This may lead to follower dependence on the leader. What would you recommend to an
organization wanting to avoid such outcomes? Use specific behaviors of the leader and give
examples.
Ans: Answer should give an overview of the following behaviors and then offer supported
suggestions: directive behavior, supportive behavior, participative behavior, achievementoriented behavior.
Cognitive Domain: Analysis
Answer Location: How Does PGT Work?
Question Type: Essay
99. Both the directive and supportive leader behaviors in the path-goal approach are quite similar
to the leader behaviors of the same name in the situational approach. Participative and
achievement-oriented behaviors are different from the other two behaviors in situational
approach (coaching and delegating). Compare and contrast these four behaviors using your
knowledge of both the situational approach and path-goal approach.
Ans: Answers will vary but should include a discussion of each of the four behaviors.
Coaching–is high supportive and high directive. There is a high level of involvement with the
follower, which is somewhat similar to participative in path-goal. However, in coaching the
leader makes the final decision, and in participative behavior the decisions are made with input
from the followers. Delegating– is low supportive and low directive. It is used in situational
approach when the leader trusts the followers because they are competent and committed. The
achievement-oriented style in path-goal might have some similarities because leaders use this
style with followers who have a high need to excel and are welcoming of challenges.
Cognitive Domain: Analysis
Answer Location: How Does PGT Work?
Question Type: Essay
100. One of the follower characteristics in path-goal theory is perception of ability. As
perception of ability goes up, directive leadership should go down. Why is this? And what is the
effect on the follower if directive leadership continues to be used?
Ans: When followers feel as if they know what they are doing, having a leader that tells them
what to do and how to do it can feel punitive and redundant. Continuing to direct this follower
may make them resentful of the leader and it could actually decrease their motivation, exactly the
opposite of the focus of path-goal, which is to keep motivation of followers high.
Cognitive Domain: Analysis
Answer Location: Follower Characteristics
Question Type: Essay
Multiple Choice
1. According to Katz’s skills model, which two skills are most important for supervisory- (low-)
level managers to be successful leaders?
a. Technical skill and human skill
b. Human skill and conceptual skill
c. Technical skill and conceptual skill
d. All three skills are equally important for supervisory level management
Ans: A
Cognitive Domain: Knowledge
Answer Location: Three Skills Approach
Question Type: MC
2. The skills approach takes a _____________ on leadership, like the trait approach.
a. Leader-follower centered perspective
b. Organizational-centered perspective
c. Situational-centered perspective
d. Leader-centered perspective
Ans: D
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
3. Which of the following presents a competency-based approach to leadership?
a. Trait approach
b. Skills approach
c. Style approach
d. Great person approach
e. Psychodynamic approach
Ans: B
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
4. _______ are what leaders can accomplish, whereas _______ are who leaders are.
a. Traits and outcomes
b. Behaviors and skills
c. Skills and traits
d. Outcomes and skills
e. Goals and skills
Ans: C
Cognitive Domain: Application
Answer Location: Description
Question Type: MC
5. The research Katz completed for his article describing the skills of an effective administrator
a. Was quantitative research
b. Was qualitative research
c. Was a meta-analysis of skills research
d. Was research focused on attributes of leaders
Ans: B
Cognitive Domain: Application
Answer Location: Description
Question Type: MC
6. Leadership skills research attempts to
a. Identify largely fixed abilities in leaders
b. Identify multiple behaviors in leaders
c. Identify personality factors of leadership
d. Identify competencies that can be acquired by leaders
Ans: D
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
7. The classic article “Skills of an Effective Administrator” by Katz was published in the
a. Journal of Leadership Education
b. Harvard Business Review
c. Journal of Education and Behavior
d. Forbes Business Journal
Ans: B
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: MC
8. Developed the Three Skill Model of leadership.
a. Katz
b. Stogdill
c. Goleman
d. Mumford et al.
e. Zaccaro
Ans: A
Cognitive Domain: Knowledge
Answer Location: Three Skill Approach
Question Type: MC
9. Leadership skills are defined in the chapter as
a. Using individual attributes to communicate well with others
b. Developing behaviors for effective leadership outcomes
c. Technical ability to interact in the work environment
d. Knowledge and competencies to accomplish goals
Ans: D
Cognitive Domain: Comprehension
Answer Location: Three Skill Approach
Question Type: MC
10. Technical skills are the
a. Ability to work with things
b. Ability to work cooperatively with others
c. Ability to work with ideas
d. Ability to be behaviorally flexible
Ans: A
Cognitive Domain: Comprehension
Answer Location: Technical Skill
Question Type: MC
11. At the upper-management level in an organization
a. Technical skills are not important
b. Human skills are not important
c. Technical skills are more important than conceptual skills
d. Technical skills are less important than human skills
Ans: D
Cognitive Domain: Comprehension
Answer Location: Technical Skill
Question Type: MC
12. Human skills are about working with
a. Ideas
b. Concepts
c. People
d. Things
Ans: C
Cognitive Domain: Comprehension
Answer Location: Human Skill
Question Type: MC
13. A leader using human skills will
a. Develop criteria for the implementation of a new product
b. Use sensitivity to assess the needs and motivations of others
c. Use tools and techniques to get things done
d. Create the vision for restructuring the organization
Ans: B
Cognitive Domain: Application
Answer Location: Human Skill
Question Type: MC
14. A chief operating officer of the company who applies the level of administrative skills to the
degrees delineated in Katz’s model
a. Incorporates the entire staff in the process of shaping the company’s goals
b. Is more “hands-on” with producing the company’s product than interacting with staff
c. Has higher involvement with things than people or ideas
d. Avoids getting to know the staff
Ans: A
Cognitive Domain: Analysis
Answer Location: Human Skill
Question Type: MC
15. The research Mumford et al. completed used a sample of
a. College business students
b. Corporate executives
c. High school principals
d. Army officers
Ans: D
Cognitive Domain: Knowledge
Answer Location: Skills Model
Question Type: MC
16. The main goal of Mumford et al.’s research was
a. To identify effective human leadership skills
b. To understand military structure
c. To explain the elements of effective performance
d. To refute Katz’s work on administrative skills
Ans: C
Cognitive Domain: Comprehension
Answer Location: Skills Model
Question Type: MC
17. Mumford et al.’s model is characterized as a capability model because
a. It identifies leader traits that followers perceived as valuable
b. It identifies behaviors leaders use that are value-added in the workplace
c. It examines the relationship between knowledge and skills and leader performance
d. It implies leadership is reserved for a gifted few who are knowledgeable about the work
Ans: C
Cognitive Domain: Comprehension
Answer Location: Skills Model
Question Type: MC
18. Which of the following is a competency in Mumford’s Skills Model?
a. Leadership outcomes
b. Crystallized cognitive ability
c. Career experiences
d. Personality
e. Knowledge
Ans: E
Cognitive Domain: Comprehension
Answer Location: Competencies
Question Type: MC
19. Social judgment skill is similar to
a. Sociability in trait approach
b. Katz’s human skill
c. Katz’s technical skill
d. Knowledge in Mumford’s model
e. Referent power
Ans: B
Cognitive Domain: Comprehension
Answer Location: Competencies
Question Type: MC
20. In Mumford's Skills Model, social judgment skill is defined as
a. The accumulation of information and the mental structures to organize the information
b. Intellectual ability learned or acquired over time
c. The capacity to understand people and social systems
d. Creative ability to solve new/unusual, ill-defined organizational problems
Ans: C
Cognitive Domain: Comprehension
Answer Location: Competencies
Question Type: MC
21. The environmental influences listed are all internal with the exception of
a. Slow Internet service
b. Flooding of the office
c. Highly competent followers
d. Limited office space
Ans: B
Cognitive Domain: Comprehension
Answer Location: Environmental Influences
Question Type: MC
22. Birds hitting a plane on takeoff causing engine failure in flight is an example of what
component of the Skills Model by Mumford?
a. Competencies
b. Individual attributes
c. Career experiences
d. Environmental influence
Ans: D
Cognitive Domain: Application
Answer Location: Environmental Influences
Question Type: MC
23. Which of these statements about the skills approach is false?
a. Describes leadership as something that is available to everyone
b. It is applicable to leaders at all levels within the organization
c. It clearly predicts how variations in social judgment and problem-solving skills affect
performance
d. Knowledge about and ability to work with people is important in this approach
Ans: C
Cognitive Domain: Comprehension
Answer Location: Criticisms
Question Type: MC
24. Performance outcome is measured by
a. Standard external criteria
b. Original solutions to problems
c. Solutions that go beyond given information.
d. Follower reaction to leader behavior.
e. Leaders own perspective.
Ans: A
Cognitive Domain: Application
Answer Location: Performance
Question Type: MC
25. Developed a capability model that includes individual attributes, competencies, and
leadership outcomes.
a. Katz
b. Stogdill
c. Goleman
d. Mumford et al.
e. Zaccaro
Ans: A
Cognitive Domain: Knowledge
Answer Location: Skills Model
Question Type: MC
26. Which of the following is not a competency in the skills model?
a. Problem-solving skills
b. Cognitive ability
c. Social judgment skills
d. Knowledge
e. Confidence
Ans: B
Cognitive Domain: Comprehension
Answer Location: Skills Model
Question Type: MC
27. Bill is in charge of hiring a new manager for the first shift on the production line. According
To Katz's model, Bill should be looking for a person with
a. Problem-solving skills
b. Cognitive ability
c. Social judgment skills
d. Knowledge
e. Technical skills
Ans: B
Cognitive Domain: Application
Answer Location: Three Skills Model
Question Type: MC
28. Jim is a district manager of Wendy's in west Michigan. When he hires people, the most
important thing he looks for is whether people are good problem solvers.
a. Jim is using the trait approach.
b. Jim is using Katz's skills approach.
c. Jim is using the Mumford Skills model.
d. Jim is using the style approach.
e. Jim is using work experience.
Ans: C
Cognitive Domain: Application
Answer Location: Three Skills Model
Question Type: MC
29. Pat Smith is personnel director for a large bank. Her major goal is to find a person who can
adapt his or her leadership to different types of people and situations. Pat is basing her selections
on
a. The great person approach
b. The trait approach
c. The skills approach
d. Leader emergence theory
e. Crystallized cognitive ability
Ans: C
Cognitive Domain: Application
Answer Location: Skills Model
Question Type: MC
30. In the skills model, crystallized knowledge refers to
a. Intelligence quotient
b. Intellectual ability acquired over time
c. Motivation
d. Effectiveness
e. Inherent knowledge
Ans: B
Cognitive Domain: Comprehension
Answer Location: Individual Attributes
Question Type: MC
31. In the skills model, which of these is a general cognitive ability?
a. Knowledge
b. Information processing
c. Motivation
d. Intellectual ability acquired over time
e. Problem-solving skills
Ans: B
Cognitive Domain: Comprehension
Answer Location: Individual Attributes
Question Type: MC
32. The individual attributes factor in the skills model suggests
a. That complex problem-solving is not difficult.
b. That traits are not important to leadership.
c. That the skills model is not just a competency-based model.
d. Motivation plays little to no role within the model.
e. Personality influence is minimal.
Ans: C
Cognitive Domain: Comprehension
Answer Location: Individual Attributes
Question Type: MC
33. Which of the following attributes begins to decline in later adulthood?
a. Personality
b. Motivation
c. Crystallized cognitive ability
d. General cognitive ability
e. Effectiveness
Ans: D
Cognitive Domain: Comprehension
Answer Location: Individual Attributes
Question Type: MC
34. Which of the following is not an example of an internal environmental influence that can
affect leadership outcomes?
a. Skill level of employees
b. Gender ratio of employees
c. Up-to-date technology
d. An economic recession
e. Group communication processes
Ans: D
Cognitive Domain: Application
Answer Location: Environmental Influences
Question Type: MC
35. The abilities that help a leader to work effectively with subordinates, peers, and superiors to
accomplish the organizational goal.
a. Technical skills
b. Conceptual skills
c. Human skills
d. Problem-solving skills
e. Personality skills
Ans: C
Cognitive Domain: Comprehension
Answer Location: Three Skills Model
Question Type: MC
36. The environmental influences listed are all internal, with the exception of
a. Slow Internet
b. Limited office space
c. Highly competent followers
d. Simplistic task
e. Flooding of the office
Ans: E
Cognitive Domain: Comprehension
Answer Location: Environmental Influences
Question Type: MC
37. By including such a large number of components, the skills approach and its models are
criticized for
a. Being too similar to previously detailed approaches to leadership
b. Stressing the value of developing specific skills
c. The range of skills extending beyond the boundaries of leadership
d. Not being consistent with aspects of leadership education programs
e. Not being readily available to all
Ans: C
Cognitive Domain: Comprehension
Answer Location: Criticism
Question Type: MC
38. All of the following environmental influences are external except
a. Slow Internet
b. Traffic
c. Computer network crash
d. Unplowed parking lot
e. Inexperienced followers
Ans: E
Cognitive Domain: Comprehension
Answer Location: Environmental Influences
Question Type: MC
39. According to Katz, the most important leadership skills for lower-levels of management are
a. Technical skills
b. Problem-solving skills
c. Technical, human, and conceptual skills
d. Technical and human skills
e. Conceptual and human skills
Ans: D
Cognitive Domain: Comprehension
Answer Location: Three Skills Model
Question Type: MC
40. Within an organization, the employees in the information technology department are
crucial for the success of the organization due to their
a. Judgment skills
b. Problem-solving skills
c. Conceptual skills
d. Technical skills
e. Human skills
Ans: D
Cognitive Domain: Comprehension
Answer Location: Three Skills Model
Question Type: MC
41. You recently received a promotion to a higher level of management within your
organization. This is your third promotion with your department. What best represents this type
of promotion and its outcomes?
a. Personality
b. Motivation
c. Environmental influences
d. Career experiences
e. Problem-solving skills
Ans: D
Cognitive Domain: Application
Answer Location: Career Experiences
Question Type: MC
42. What best explains the comparison of the skills approach to sports such as golf and tennis?
a. Specific techniques are required to succeed.
b. Input from both sides takes place constantly.
c. Tools are essential in improving your skills.
d. People can improve their skills through practice and instruction.
e. Skills go back and forth between leaders and followers.
Ans: D
Cognitive Domain: Application
Answer Location: Application
Question Type: MC
43. Skills approach helps us best identify our
a. Place within an organization
b. Strengths and weaknesses
c. Performance as a leader
d. Outcomes of our leadership
e. Problem-solving skills
Ans: B
Cognitive Domain: Comprehension
Answer Location: Application
Question Type: MC
44. The ideas and mental abilities that people learn through experiences can best be described as
a. Crystal cognitive ability
b. Motivation
c. Career experiences
d. General cognitive ability
e. Performance
Ans: A
Cognitive Domain: Comprehension
Answer Location: Individual Attributes
Question Type: MC
45. Which is not a social judgment skill?
a. Perspective taking
b. Behavioral flexibility
c. Social performance
d. Knowledge acquisition
Ans: D
Cognitive Domain: Knowledge
Answer Location: Competencies
Question Type: MC
46. Skill in persuasion and communicating change describes which social judgment competency?
a. Behavioral flexibility
b. Social perceptiveness
c. Social performance
d. Social intelligence
Ans: C
Cognitive Domain: Comprehension
Answer Location: Competencies
Question Type: MC
47. Which skills model competency consists of creating a schema for learning and organizing
data?
a. Personality
b. Knowledge
c. Perceptive taking
d. Career experiences
Ans: B
Cognitive Domain: Knowledge
Answer Location: Competencies
Question Type: MC
48. The problem-solving component of the skills model
a. Assesses leader performance
b. Demonstrates ability to construct organizational solutions
c. Demonstrates leader personality
d. Assesses social perceptions and behavioral flexibility
Ans: B
Cognitive Domain: Comprehension
Answer Location: Competencies
Question Type: MC
49. Problem solving is
a. A competency
b. A trait
c. An individual attribute
d. A leader outcome
Ans: A
Cognitive Domain: Knowledge
Answer Location: Competencies
Question Type: MC
50. Which part of the skills model supports people as they apply their leadership competencies?
a. Individual attributes
b. Technical skills
c. Knowledge
d. Leadership outcomes
Ans: A
Cognitive Domain: Application
Answer Location: Competencies
Question Type: MC
51. Johanna is excellent at applying tax law and other accounting principles in her job as a
manager in her accounting firm. She has equally high skills in working with the employees she
supervises but does not have as much skill in helping the firm shape the vision for growth.
Applying Katz’s skills model, at what level of management is Johanna?
a. Top management
b. Middle management
c. Supervisory management
d. CEO management
Ans: C
Cognitive Domain: Application
Answer Location: Three skills model
Question Type: MC
52. Tamika uses her ability to sense and perceive her staff’s emotions every day to help them feel
comfortable in the workplace. She is very knowledgeable about day-to-day operations and also is
quite successful at anticipating problems and sharing ideas for improvements up the chain of
command. Applying Katz’s skills model, at what level of management is Tamika?
a. Top management
b. Middle management
c. Supervisory management
d. Impoverished management
Ans: B
Cognitive Domain: Application
Answer Location: Three skills model
Question Type: MC
53. Jonathan has equally high skills in managing relationships with the employees he supervises
and in helping the firm shape the vision for growth. Applying Katz’s skills model, at what level
of management is Jonathan?
a. Top management
b. Middle management
c. Supervisory management
d. Dictatorial management
Ans: A
Cognitive Domain: Application
Answer Location: Three skills model
Question Type: MC
54. Ashlyn focuses her energy at her car manufacturing company on assessing market
fluctuations and shaping the goals of the organization for the future. She communicates well
with her staff and enjoys the social aspect of work with the people around her. She leaves the
details and daily operations primarily to other capable staff in the organization. Applying Katz’s
skills model, at what level of management is Johanna?
a. Top management
b. Middle management
c. Supervisory management
d. Low-level management
Ans: A
Cognitive Domain: Application
Answer Location: Three skills model
Question Type: MC
55. A supervisory-level manager of a company who applies the level of administrative skills to
the degrees delineated in Katz’s model
a. Incorporates the entire staff in the process of shaping the company’s goals
b. Is more “hands-on” with producing the company’s product than interacting with staff
c. Has higher involvement with ideas than with people
d. Avoids getting to know the staff
Ans: B
Cognitive Domain: Analysis
Answer Location: Human Skill
Question Type: MC
56. The research by Mumford et al. was done on a sample of
a. Higher education administrators
b. High-level managers in industry
c. Managers at multiple levels of industry
d. Military leaders at multiple levels
Ans: D
Cognitive Domain: Knowledge
Answer Location: Skills model
Question Type: MC
57. The problem-solving competency in the skills model is most similar to
a. Dominance in trait approach
b. Katz’s conceptual skill
c. Katz’s technical skill
d. Knowledge in Mumford’s model
Ans: B
Cognitive Domain: Application
Answer Location: Competencies
Question Type: MC
58. The knowledge competency in the skills model is most similar to
a. Self-confidence in trait approach
b. Katz’s conceptual skill
c. Katz’s technical skill
d. Knowledge in Mumford’s model
Ans: C
Cognitive Domain: Application
Answer Location: Competencies
Question Type: MC
59. Additional research completed by Mumford, Campion, and Morgeson used a four skill model
to assess cognitive, interpersonal, business, and strategic skills in managers at junior and senior
levels of an organization. The research findings in this study were most similar to
a. Katz’s hierarchical three skills model
b. Mumford’s skills model
c. Blake and Mouton’s leadership grid
d. The Ohio State studies
Ans: A
Cognitive Domain: Application
Answer Location: How Does the Skills Approach Work?
Question Type: MC
60. Mumford’s skills model contends that leadership outcomes are the direct result of
a. A leader’s sociability
b. A leader’s career experiences
c. A leader’s willingness to lead
d. A leader’s competencies
Ans: D
Cognitive Domain: Application
Answer Location: How Does the Skills Approach Work?
Question Type: MC
61. The skills approach is primarily
a. Descriptive
b. Prescriptive
c. Unscripted
d. Technical
Ans: A
Cognitive Domain: Comprehension
Answer Location: How Does the Skills Approach Work?
Question Type: MC
62. Individual leader attributes can affect the leaders skills, but it is the _____ themselves that are
most important in addressing organizational problems.
a. Traits
b. Behaviors
c. Skills
d. Followers
Ans: C
Cognitive Domain: Comprehension
Answer Location: How Does the Skills Approach Work?
Question Type: MC
63. Which is not a strength of the skills approach?
a. It is intuitively appealing
b. Skills can be learned
c. It has high predictive value
d. It is an expansive view of leadership
Ans: C
Cognitive Domain: Application
Answer Location: Strengths
Question Type: MC
64. The structure of the skills approach is
a. Consistent with followership education programs
b. Consistent with leadership education programs
c. Is not compatible with leadership education programs
d. Is precise enough to assure good leadership outcomes
Ans: B
Cognitive Domain: Comprehension
Answer Location: Strengths
Question Type: MC
65. The breadth of the skills approach, which includes motivation, critical thinking, and
personality
a. Is a strength of this approach
b. Is a weakness of this approach
c. Adds to the precise nature of the approach
d. Adds to the approaches’ prescriptive value
Ans: B
Cognitive Domain: Comprehension
Answer Location: Criticisms
Question Type: MC
66. The skills approach is
a. High in predictive value
b. Narrow in its focus
c. Suitable for application across leadership contexts
d. Is not suitable for application across leadership contexts
Ans: D
Cognitive Domain: Application
Answer Location: Criticisms
Question Type: MC
67. The skills approach framework
a. Can be applied at all levels of leadership
b. Has been applied to many formal training programs
c. Has been widely used in formal training programs
d. Can be applied to followership training programs
Ans: A
Cognitive Domain: Application
Answer Location: Application
Question Type: MC
68. Research data on Mumford et al.’s model was tested on military personnel. Which of the
following is true?
a. The model can be effectively applied to leadership skills in small organizations
b. The model can be effectively applied to leadership skills in large organizations
c. The model cannot be effectively applied to leadership skills in startup businesses
d. The model can be effectively applied to leadership skills in startup businesses
Ans: C
Cognitive Domain: Application
Answer Location: Summary
Question Type: MC
69. General cognitive ability is similar to which of the five leadership traits in this text?
a. Sociability
b. Dominance
c. Extraversion
d. Intelligence
e. Self-confidence
Ans: D
Cognitive Domain: Knowledge
Answer Location: Skills Model
Question Type: MC
70. The basic premise of the skills approach is to
a. Identify the behaviors necessary for leadership
b. Identify the behaviors of leaders
c. Identify the skills of leaders
d. Identify the individual attributes of leaders
Ans: C
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
71. Katz started the research focus on skills during a time when
a. There finally was a definitive list of leader traits described in the literature
b. There was still disagreement about leader traits in the literature
c. There was no research yet on the individual attributes of leaders
d. There was emphasis in the literature on putting followers first
Ans: B
Cognitive Domain: Application
Answer Location: Description
Question Type: MC
Multiple Selection
72. Effective problem solving and performance can be explained by leader competencies, and
these competencies are affected by
a. The followers
b. Leader’s attributes
c. Career experiences
d. The environment
Ans: B, C, D
Cognitive Domain: Comprehension
Answer Location: Summary
Question Type: MC
73. Katz describes human skill as
a. Being aware of one’s own perspective on issues
b. Being competent with the process or product within a company
c. Being aware of the perspective of others on issues
d. Being able to shape the ideas of an organization
Ans: A, C
Cognitive Domain: Analysis
Answer Location: Human Skill
Question Type: MS
74. Mumford’s Skills Model includes which of these main components?
a. Technical skill
b. Individual attributes
c. Competencies
d. Leadership outcomes
e. Decision-making skill
Ans: B, C, D
Cognitive Domain: Comprehension
Answer Location: Skills Model
Question Type: MS
75. Social judgment competencies include
a. Social intelligence
b. Emotional intelligence
c. Social performance
d. Behavioral flexibility
Ans: C, D
Cognitive Domain: Comprehension
Answer Location: Competencies
Question Type: MS
76. Leadership outcomes in Mumford et. al’s skills model is affected by
a. Individual attributes
b. Problem-solving ability
c. Career experiences
d. Authority-compliance behaviors
Ans: A, B, C
Cognitive Domain: Application
Answer Location: Skills model
Question Type: MS
77. Career experiences directly contribute to which of the other components of Mumford et. al’s
skills model?
a. Competencies
b. Leadership outcomes
c. Environmental influences
d. Individual attributes
Ans: A, D
Cognitive Domain: Comprehension
Answer Location: Skills Model
Question Type: MS
78. Environmental influences directly contribute to which of the other components of Mumford
et. al’s skills model?
a. Competencies
b. Leadership outcomes
c. Career experiences
d. Individual attributes
Ans: A, B, D
Cognitive Domain: Comprehension
Answer Location: Skills Model
Question Type: MS
79. The intuitive appeal of the skills approach is
a. Because it is available to everyone
b. Because skills can be learned
c. Because we can identify with the leader
d. Because skills transform followers
Ans: A, B
Cognitive Domain: Application
Answer Location: Strengths
Question Type: MS
True/False
80. Technical skills grow in importance as one moves up Katz’s managerial/leadership hierarchy.
a. True
b. False
Ans: False
Cognitive Domain: Knowledge
Answer Location: Three Skill Approach
Question Type: TF
81. Mumford’s Skills Model of Leadership was designed to determine the competencies needed
for effective leader performance.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Skills Model
Question Type: TF
82. The skills approach is not descriptive.
a. True
b. False
Ans: False
Cognitive Domain: Knowledge
Answer Location: How Does the Skills Approach Work
Question Type: TF
83. Technical skills grow in importance as one moves up the managerial hierarchy.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: Three Skill Approach
Question Type: TF
84. Human skills are important at all levels of management.
a. True
b. False
Ans: True
Cognitive Domain: Knowledge
Answer Location: Three Skill Approach
Question Type: TF
85. Mumford's research studied military personnel rather than business and organizational
leaders.
a. True
b. False
Ans: True
Cognitive Domain: Knowledge
Answer Location: Skill Model
Question Type: TF
86. The skills approach suggests that many individuals have the potential for leadership.
a. True
b. False
Ans: True
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: TF
87. Social judgment is an individual attribute in the skills model.
a. True
b. False
Ans: False
Cognitive Domain: Knowledge
Answer Location: Individual Attributes
Question Type: TF
88. Crystallized cognitive ability refers to one's innate intellectual ability or intelligence.
a. True
b. False
Ans: False
Cognitive Domain: Knowledge
Answer Location: Individual Attributes
Question Type: TF
89. Career experience is a strong influence on a leader's competencies.
a. True
b. False
Ans: True
Cognitive Domain: Knowledge
Answer Location: Career Experiences
Question Type: TF
90. Environmental influences are factors in situations that lie outside the leader's competencies,
characteristics, and experiences.
a. True
b. False
Ans: True
Cognitive Domain: Knowledge
Answer Location: Environmental Influences
Question Type: TF
91. The lack of high-speed Internet access in a company is an external environmental influence
that can affect leadership outcomes.
a. True
b. False
Ans: False
Cognitive Domain: Knowledge
Answer Location: Environmental Influences
Question Type: TF
92. The skills approach is relatively new and has not been widely used in training and
development.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Criticism
Question Type: TF
93. Skills approach provides a structure consistent with leadership education programs.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Strengths
Question Type: TF
94. The skills approach is appropriate to use in leadership education programs
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Strengths
Question Type: TF
95. Katz states that human skills are most important for middle- and top-management levels.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: Three Skills Model
Question Type: TF
96. Motivation and personality fall within the competencies component of Mumford's skills
model.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: Individual Attributes
Question Type: TF
Essay
97. How do career experiences affect the characteristics and competencies of leaders?
Ans: This question asks students to think through how each of the attributes may influence the
various competencies of the model. For example, someone high in general cognitive ability may
be a creative problem solver, always looking for win-win outcomes. She may readily grasp the
importance of understanding other people and social systems, as well as welcome working with
others. She would be able to apply the knowledge she already has while being motivated to
acquire more.
Cognitive Domain: Application
Answer Location: Career Experiences
Question Type: Essay
98. Defend or refute: Although personal attributes are important, it is the leader's skills that are
most important in addressing organizational problems.
Ans: This question can be addressed two ways. First, are a leader's attributes or skills more
useful when addressing organizational problems? In favor of the skills approach, the Mumford
skills model shows that leader attributes and competencies lead to outcomes, whereas the trait
approach does not. The skills identified as most important in the model are problem solving,
social judgment, and knowledge, all of which, theoretically, should lead to clear thinking,
concern for others, and seeing “the big picture.” Second, stable attributes such as intelligence,
trustworthiness, and determination certainly would go a long way toward gaining cooperation
from others and making ethical choices for the organization.
Cognitive Domain: Application
Answer Location: Three Skills and Skill Model
Question Type: Essay
99. There are two main models in the skills approach, Katz’s Three Skills Model and Mumford et
al.’s Skills Model. Compare these two models by describing two similarities and two differences
between these models.
Ans: Similarities include the competencies in Mumford’s model and the three skills in Katz’s
model. Knowledge is similar to technical skill, social judgment is similar to human skill, and
problem solving is similar to conceptual skill. Both models are focused on identifying skills of
leaders; however, Mumford’s model attempted to assess leadership outcomes whereas Katz’s
model did not have an assessment component. Additional differences include the addition of
individual attributes, career experiences, and environmental influences in Mumford’s model.
Cognitive Domain: Application
Answer Location: Three Skills and Skill Model
Question Type: Essay
100. Environmental influences are considered those things that are outside the control of the
leader’s capabilities. Describe why you think the authors of this research included this in a skills
model of leadership.
Ans: Answers will vary considerably but should include that environmental influences shape the
leaders’ skills by influencing the individual attributes, competencies, and leadership outcomes in
the skills model. Leaders learn from dealing with outside and inside influences they could not
have anticipated. An example answer might be: This learning can shape their motivation to
continue to work hard (individual attributes), their social judgment ability to perceive the needs
of others (competencies), and their effectiveness in handling an unforeseen problem (leadership
outcomes).
Cognitive Domain: Application
Answer Location: Environmental Influences
Question Type: Essay
Multiple Choice
1. Which leadership approach is not leader centered?
a. Trait
b. LMX
c. Skills
d. Behavioral
Ans: B
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
2. Which leadership theory centered on the interaction between leaders and followers?
a. Trait
b. Skills
c. LMX
d. Style
Ans: C
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
3. LMX focuses on
a. Matching leader behaviors to followers’ development levels
b. The integration of task and relationship behaviors
c. Matching the leader behavior to follower characteristics
d. The dyadic relationship between the leader and follower
Ans: D
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
4. In LMX leaders treat followers
a. Equally
b. In a collective way
c. Independently
d. According to group average
Ans: C
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
5. Which theory challenges the assumption that leaders treat followers in a collective way?
a. LMX
b. Skills
c. Trait
d. Style
Ans: A
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: MC
6. Which of the following leadership theories emphasizes the specific relationship between the
leader and each subordinate?
a. Transformational leadership theory
b. Path-goal leadership theory
c. Situational leadership theory
d. Leader-member exchange theory
Ans: D
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
7. Before LMX theory, researchers treated leadership as something
a. Leaders did toward all of their followers
b. Present within the individual actions of followers
c. Existing between the leader and each of his or her followers
d. As an exclusively two-way, one-dimensional form of communication
Ans: A
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
8. The early research on LMX theory was called
a. Group classification theory
b. Vertical dyad linkage theory
c. Didactic linkage theory
d. Horizontal dyad linkage theory
Ans: B
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: MC
9. What is it called in LMX when leaders form a relationship with each of their followers?
a. In-group
b. Out-group
c. Vertical dyad
d. X-Y axes integration
Ans: C
Cognitive Domain: Knowledge
Answer Location: Early Studies
Question Type: MC
10. The early studies in LMX reported that
a. After the in-groups are formed, the vertical dyads are formed
b. After the out-groups are formed, the vertical dyads are formed
c. The vertical dyads form the basis for in-group and out-group formation
d. The vertical dyads are independent from in-group and out-group formation
Ans: C
Cognitive Domain: Application
Answer Location: Early Studies
Question Type: MC
11. According to early LMX theory, which of the following is false?
a. The out-group has less influence with the leader than does the in-group
b. The leader usually expects extra duties from out-group members
c. In-group members are chosen on the basis of compatibility with the leader
d. Out-group members may not want to be in-group members
Ans: B
Cognitive Domain: Application
Answer Location: Early Studies
Question Type: MC
12. A leader who invites a follower to take on more responsibility is
a. Attempting to help the follower into the in-group
b. Attempting to determine whether the follower will fail at the task
c. Attempting to help the follower into the out-group
d. Attempting to make in-group members resentful of this follower
Ans: A
Cognitive Domain: Comprehension
Answer Location: Early Studies
Question Type: MC
13. How many vertical dyadic relationships can occur in LMX?
a. Only one, the relationship between leader and all followers
b. Only one, the relationship between the leader and the in-group
c. Two, the relationship between the leader and the in-group and out-group
d. As many linkages as there are followers
Ans: D
Cognitive Domain: Comprehension
Answer Location: Early Studies
Question Type: MC
14. The vertical dyadic relationship in LMX is established by
a. The leader
b. The follower
c. The leader and follower
d. The leader and the organizational structure
Ans: C
Cognitive Domain: Comprehension
Answer Location: Early Studies
Question Type: MC
15. The dyadic relationships in LMX occur between
a. The leader and other leaders
b. The leader and the in-group followers
c. The leader and each follower
d. The followers and each other follower
Ans: C
Cognitive Domain: Comprehension
Answer Location: Early Studies
Question Type: MC
16. I am a leader of a team of eight employees. In LMX, what is the maximum number of groups
this team could be categorized into based on vertical dyadic relationships?
a. 1
b. 2
c. 3
d. 8
Ans: B
Cognitive Domain: Comprehension
Answer Location: Early Studies
Question Type: MC
17. A follower asks to lead the next team brainstorming session and you let him/her do this. You
and the follower are
a. In the stranger phase of leadership-making
b. In a dyadic in-group relationship
c. In a dyadic stranger phase
d. In the mature-partnership phase of leadership-making
Ans: B
Cognitive Domain: Comprehension
Answer Location: Early Studies
Question Type: MC
18. There is a mutual personality conflict between you and one of your followers. If this
continues, the follower will end up in the
a. In-group
b. Out-group
c. Mature group
d. Acquaintance group
Ans: B
Cognitive Domain: Comprehension
Answer Location: Early Studies
Question Type: MC
19. All of the following are characteristics of out-group members except
a. Defined roles
b. Non-negotiating behavior
c. Innovative ideas
d. Operation strictly within role
Ans: C
Cognitive Domain: Comprehension
Answer Location: Early Studies
Question Type: MC
20. In the early stages of leader-member relationship development, leaders look for followers
who exhibit all of the following except
a. Enthusiasm
b. Agreeableness
c. Participation
d. Gregariousness
e. Extraversion
Ans: B
Cognitive Domain: Knowledge
Answer Location: Leadership Making
Question Type: MC
21. Which theory of leadership suggests that it is important to recognize the existence of ingroups and out-groups within an organization?
a. Path-goal theory
b. Expectancy theory
c. Servant leadership
d. Leader-member exchange theory
Ans: D
Cognitive Domain: Knowledge
Answer Location: Early Studies
Question Type: MC
22. Which of the following is not a reason followers become part of the in-group?
a. How well they work with the leader
b. How well the leader works with them
c. The amount of interest they show toward negotiating with the leader
d. Willingness to stay within job and task guidelines
Ans: D
Cognitive Domain: Comprehension
Answer Location: Early Studies
Question Type: MC
23. I go to work, get the job done and go home. I am most likely in the
a. In-group
b. Out-group
c. Mature partnership phase
d. Acquaintance phase
Ans: B
Cognitive Domain: Comprehension
Answer Location: Early Studies
Question Type: MC
24. The later LMX studies shifted focus from describing in- and out-groups to
a. How LMX relates to organizational effectiveness
b. How LMX assesses leader behaviors
c. How LMX and servant leadership are similar
d. How LMX relates to follower skill development
Ans: A
Cognitive Domain: Comprehension
Answer Location: Later Studies
Question Type: MC
25. The later LMX studies focused on
a. Follower locus of control
b. Positive outcomes for both the leader and followers
c. Determining out-group characteristics
d. Task characteristics of the job
Ans: B
Cognitive Domain: Comprehension
Answer Location: Later Studies
Question Type: MC
26. Gerstner and Day’s meta-analysis found
a. The stranger phase is an invalid construct
b. High LMX is not correlated with job satisfaction
c. Support for the psychometric properties of the LMX 7 questionnaire
d. LMX measures followers’ exchanges, not leaders’
Ans: C
Cognitive Domain: Comprehension
Answer Location: Later Studies
Question Type: MC
27. Later studies of LMX found all of the following except
a. Positive relationship between quality of LMX and citizenship behaviors
b. High-quality LMX was positively related to employee feelings of energy
c. Interest in studying LMX has diminished
d. High LMX correlates to positive organizational outcomes
Ans: C
Cognitive Domain: Comprehension
Answer Location: Later Studies
Question Type: MC
28. Which researcher(s) measured the relationship between LMX and citizenship behaviors?
a. Komives
b. Ilies et al.
c. Greenleaf
d. Graen and Uhl-Bien
Ans: B
Cognitive Domain: Knowledge
Answer Location: Later Studies
Question Type: MC
29. According to Atwater and Carmeli, a study of employees in a variety of jobs in Israeli
organizations found
a. High-quality leader-member exchanges were directly correlated with creativity
b. High-quality leader-member exchanges were negatively correlated with employee feelings of
energy
c. LMX was directly correlated with creativity
d. LMX correlated with employee feelings of energy, which then enhanced their creativity
Ans: D
Cognitive Domain: Comprehension
Answer Location: Later Studies
Question Type: MC
30. Studies of LMX have concluded all but the following
a. Empowerment moderates the impact of LMX on job outcomes
b. Citizenship behaviors and LMX are positively correlated
c. High-quality leader-member exchanges foster positive job outcomes
d. All employees are in the in-group to some degree
Ans: D
Cognitive Domain: Comprehension
Answer Location: Later Studies
Question Type: MC
31. During the stranger phase of leadership making, the roles are
a. Scripted
b. Tested
c. Negotiated
d. Implied
Ans: A
Cognitive Domain: Knowledge
Answer Location: Leadership Making
Question Type: MC
32. During the acquaintance phase of leadership making, the roles are
a. Scripted
b. Tested
c. Negotiated
d. Implied
Ans: B
Cognitive Domain: Knowledge
Answer Location: Leadership Making
Question Type: MC
33. Roles being tested in leadership-making means
a. The leader and follower have already tested their interactions and found them satisfactory
b. The leader and follower are assessing desire for the follower to take on new responsibilities
c. The leader and follower are focused on the rules of interaction
d. The leader and follower are comfortable depending on each other
Ans: B
Cognitive Domain: Comprehension
Answer Location: Leadership Making
Question Type: MC
34. During the mature partnership phase of leadership making, the roles are
a. Scripted
b. Tested
c. Negotiated
d. Implied
Ans: C
Cognitive Domain: Knowledge
Answer Location: Leadership Making
Question Type: MC
35. During the mature partnership phase of leadership making, the exchanges are
a. Low quality
b. Medium quality
c. Moderately high quality
d. High quality
Ans: D
Cognitive Domain: Knowledge
Answer Location: Leadership Making
Question Type: MC
36. During the stranger phase of leadership making, the exchanges are
a. Low quality
b. Medium quality
c. Moderately high quality
d. High quality
Ans: A
Cognitive Domain: Knowledge
Answer Location: Leadership Making
Question Type: MC
37. During the acquaintance phase of leadership making, the exchanges are
a. Low quality
b. Medium quality
c. Moderately high quality
d. High quality
Ans: B
Cognitive Domain: Knowledge
Answer Location: Leadership Making
Question Type: MC
38. During the acquaintance phase of leadership making,
a. Roles are scripted
b. Exchanges are negotiated
c. Influences are mixed
d. Influences are one-way
Ans: C
Cognitive Domain: Comprehension
Answer Location: Leadership Making
Question Type: MC
39. During the mature partnership phase of leadership making,
a. Roles are tested
b. Exchanges are medium quality
c. Influences are mixed
d. Interests are group focused
Ans: D
Cognitive Domain: Comprehension
Answer Location: Leadership Making
Question Type: MC
40. During the stranger phase of leadership making,
a. Interests are mixed
b. Exchanges are high quality
c. Influences are one-way
d. Interests are group focused
Ans: C
Cognitive Domain: Comprehension
Answer Location: Leadership Making
Question Type: MC
41. During the acquaintance phase of leadership making, interests are
a. Self-focused
b. Group focused
c. Focused on group and self
d. Reciprocal
Ans: C
Cognitive Domain: Comprehension
Answer Location: Leadership Making
Question Type: MC
42. According to Graen and Uhl-Bien, leadership making develops progressively over time in
how many phases?
a. 3
b. 4
c. 5
d. 6
Ans: A
Cognitive Domain: Knowledge
Answer Location: Leadership Making
Question Type: MC
43. The leadership-making model is
a. Prescriptive
b. Descriptive
c. Unscripted
d. Transactional
Ans: A
Cognitive Domain: Comprehension
Answer Location: Leadership Making
Question Type: MC
44. Who is responsible for making the offer for improved career-oriented interactions?
a. Leader
b. Follower
c. Leader or follower
d. Followers’ coworkers
Ans: C
Cognitive Domain: Comprehension
Answer Location: Leadership Making
Question Type: MC
45. The prescriptive nature of LMX
a. Is described by the in-group and out-group
b. Relies on leaders adjusting to follower characteristics
c. Is found in the leadership-making phases
d. Relies on followers making a social connection with the leader
Ans: C
Cognitive Domain: Comprehension
Answer Location: Leadership Making
Question Type: MC
46. The dyadic relationship in LMX is
a. Descriptive
b. Prescriptive
c. Unscripted
d. Both descriptive and prescriptive
Ans: D
Cognitive Domain: Comprehension
Answer Location: Leadership Making
Question Type: MC
47. Out-group members act differently from in-group members in that they
a. Interact often with the leader
b. Perform their job duties but no extra work
c. Ask for additional responsibility
d. Receive special attention from their leaders
Ans: B
Cognitive Domain: Comprehension
Answer Location: Leadership Making
Question Type: MC
48. In-group members
a. Get more information from leaders
b. Are focused on themselves rather than the team
c. Have low-quality leader-member exchanges
d. Do their jobs and nothing more
Ans: A
Cognitive Domain: Comprehension
Answer Location: Leadership Making
Question Type: MC
49. During the early phases of leadership making, leaders look for what qualities in followers?
a. Agreeableness and cooperation
b. Good humor and intelligence
c. Enthusiasm and participation
d. Pleasantness and trustworthiness
Ans: C
Cognitive Domain: Comprehension
Answer Location: Leadership Making
Question Type: MC
50. During the acquaintance phase of leadership making, subordinates tend to focus
a. Less on their own self-interests
b. Mostly on their own self-interests
c. Less on the group's interests
d. On both their own and the group's interests
Ans: D
Cognitive Domain: Comprehension
Answer Location: Leadership Making
Question Type: MC
51. The mature partnership phase is not characterized by
a. Tasks
b. Respect
c. Reciprocity
d. Transformational relationships
Ans: A
Cognitive Domain: Comprehension
Answer Location: Leadership Making
Question Type: MC
52. What is a key predictor of relationship quality for both leaders and followers?
a. Extraversion
b. Performance
c. Agreeableness
d. Trust
Ans: B
Cognitive Domain: Comprehension
Answer Location: Leadership Making
Question Type: MC
53. According to Harris, Wheeler, and Kacmar, what moderates the impact of leader-member
exchange on job outcomes?
a. Empowerment
b. Enthusiasm
c. Cooperation
d. Amount of experience
Ans: A
Cognitive Domain: Comprehension
Answer Location: Leadership Making
Question Type: MC
54. You have been working at your job for over a year. Your boss starts offering you new
assignments with weekly meetings in order to exchange valuable information regarding
the tasks. The result is that you and your boss are able to redefine your working relationship and
find new ways of relating. According to the LMX theory, you are now in a _____ role.
a. Tested
b. Mixed
c. Scripted
d. Negotiated
Ans: D
Cognitive Domain: Application
Answer Location: Leadership Making
Question Type: MC
55. Which of the following is not a subordinate benefit of high LMX?
a. Increased performance-related feedback
b. Preferential treatment
c. Social interaction outside of the work setting
d. Ample access to supervisors
Ans: C
Cognitive Domain: Comprehension
Answer Location: Leadership Making
Question Type: MC
56. Which of the following is not a disadvantage of LMX theory?
a. It runs counter to the human value of fairness.
b. It discriminates against some subordinates.
c. It directs our attention to the importance of the leader-member dyad.
d. It supports the advantage of privileged groups in the workplace.
Ans: C
Cognitive Domain: Comprehension
Answer Location: Criticism
Question Type: MC
57. You have been working at your job for over a year. Your boss starts offering you new
assignments with weekly meetings in order to exchange valuable information regarding
the tasks. According to the LMX theory, you are now in a _____ role.
a. Tested
b. Low-quality
c. Scripted
d. Negotiated
Ans: A
Cognitive Domain: Application
Answer Location: Leadership Making
Question Type: MC
58. You have been working at your job for over a year. Your boss started offering you new
assignments with weekly meetings for the past two months in order to exchange valuable
information regarding the tasks. According to the LMX theory, you are having _________
exchanges.
a. High-quality
b. Low-quality
c. Medium-quality
d. Negotiated-quality
Ans: C
Cognitive Domain: Application
Answer Location: Leadership Making
Question Type: MC
59. You have been working at your job for over a year. Your boss starts offering you new
assignments with weekly meetings in order to exchange valuable information regarding
the tasks. According to the LMX theory, the influence between you is __________.
a. Tested
b. Medium quality
c. Mixed
d. Negotiated
Ans: C
Cognitive Domain: Application
Answer Location: Leadership Making
Question Type: MC
60. The leader of your work team consistently shows she trusts and respects you and depends on
you to help the team accomplish established goals. You show her through your reliable actions
and communication that her trust is warranted. You and your supervisor are in the
a. Mature partnership phase
b. Acquaintance phase
c. Medium-quality phase
d. Tested stranger phase
Ans: A
Cognitive Domain: Application
Answer Location: Leadership Making
Question Type: MC
61. Ray is the leader of a non-profit organization that supports education for underserved
populations in your community. You volunteer regularly with this organization and see Ray
almost every day you are volunteering. Yesterday Ray asked you to take on a lead volunteer role,
stating that your commitment to the organization and interaction with Ray have shown him he
can count on you. You agree to step into this lead volunteer role. You and Ray have just entered
which phase of leadership making?
a. Mature partnership phase
b. Acquaintance phase
c. Scripted partnership phase
d. Stranger phase
Ans: B
Cognitive Domain: Application
Answer Location: Leadership Making
Question Type: MC
62. Beth and James are in a dyadic relationship on a work team in which both of them are
focused on the group’s goals and outcomes. Beth and James are in
a. Tested roles
b. Low-quality exchange
c. Stranger phase
d. Mature partnership phase
Ans: D
Cognitive Domain: Application
Answer Location: Leadership Making
Question Type: MC
63. I focus on getting my job done and satisfying my needs and also think about the needs of my
team members. I also consider my influence with my leader as mixed and one in which we are
both testing my role in the organization. We are in the
a. Mature partnership phase
b. Acquaintance phase
c. Stranger phase
d. Negotiated phase
Ans: B
Cognitive Domain: Application
Answer Location: Leadership Making
Question Type: MC
64. Out-group members
a. Act differently than in-group members
b. Operate outside of their job descriptions
c. Have better relationships with their leaders
d. Are treated unfairly by their leaders
Ans: A
Cognitive Domain: Application
Answer Location: How Does LMX Work?
Question Type: MC
65. I feel as though I do not fit into my new work group. To which strength of LMX does this
apply?
a. Leadership making ostracizes some employees
b. LMX is descriptive
c. LMX is prescriptive
d. Research on LMX is fully developed
Ans: B
Cognitive Domain: Comprehension
Answer Location: Strengths
Question Type: MC
66. Which is not a strength of LMX?
a. It looks at dyadic relationships in the leadership process
b. It accurately describes the in- and out-group process
c. Research substantiates how LMX is related to organizational outcomes
d. It runs counter to the human value of fairness
Ans: D
Cognitive Domain: Comprehension
Answer Location: Strengths
Question Type: MC
67. Potential for discrimination in LMX comes from
a. The high-quality LMX dyadic relationships
b. When followers are in either the in- or out-groups
c. When leaders are open to followers switching in- or out-groups
d. When leaders attempt to have all followers in the in-group
Ans: B
Cognitive Domain: Comprehension
Answer Location: Criticisms
Question Type: MC
68. Which of the following is a criticism of LMX?
a. It alerts leaders to their biases
b. It is a unique approach that looks at dyadic relationships
c. LMX does not fully explain the creation of high-quality exchanges
d. It directs our attention to the importance of communication in leadership
Ans: C
Cognitive Domain: Comprehension
Answer Location: Criticisms
Question Type: MC
69. Which of the following is not a criticism of LMX?
a. LMX does not fully explain the creation of high-quality exchanges
b. It runs counter to the human value of fairness
c. It looks at dyadic relationships in the leadership process
d. The measurement of LMX is questionable
Ans: C
Cognitive Domain: Comprehension
Answer Location: Criticisms
Question Type: MC
70. LMX theory can be applied
a. By leaders at all levels of an organization
b. By mid-level leaders only
c. By upper-level leaders only
d. By lower-level leaders only
Ans: A
Cognitive Domain: Comprehension
Answer Location: Application
Question Type: MC
Multiple Selection
71. Higher-quality exchanges produce
a. Higher employee turnover
b. Less positive performance evaluations
c. Better job attitudes
d. Faster career progress
e. More out-group than in-group members
Ans: C, D
Cognitive Domain: Comprehension
Answer Location: Later Studies
Question Type: MS
72. Phase 1 in leadership making
a. Is hierarchical
b. Is contractual
c. Is reciprocal
d. Is transformational
Ans: A, B
Cognitive Domain: Application
Answer Location: Leadership Making
Question Type: MS
73. Dyadic relationships in the acquaintance phase
a. Begin to develop trust
b. Begin to develop respect
c. Place focus on the group’s greater good
d. Focus less on self and more on group goals
Ans: A, B, D
Cognitive Domain: Comprehension
Answer Location: Leadership Making
Question Type: MS
74. Leaders should try to
a. Create high-quality leader-member exchanges with all followers
b. Get all followers in the in-group
c. Offer all followers opportunities for new roles and responsibilities
d. Offer only in-group followers opportunities for new roles and responsibilities
Ans: A, B, C
Cognitive Domain: Comprehension
Answer Location: Leadership Making
Question Type: MS
75. When high-quality relationships occur between leaders and followers
a. Goals of the organization are advanced
b. Organizational performance is high
c. Benefits outside employment are decreased
d. Positive outcomes for greater good occur
Ans: A, B, D
Cognitive Domain: Comprehension
Answer Location: How Does LMX Work?
Question Type: MS
76. Applying LMX in the workplace
a. Makes things fair for all followers
b. Helps followers understand in- and out-groups
c. Can appear unfair to some followers
d. Does not work in the real world
Ans: B, C
Cognitive Domain: Application
Answer Location: How Does LMX Work?
Question Type: MS
77. LMX strength(s) is/are
a. It is a unique approach that looks at dyadic relationships
b. Exchanges in all work contexts have been studied
c. It appears unfair
d. It alerts leaders to their biases
Ans: A, D
Cognitive Domain: Comprehension
Answer Location: Strengths
Question Type: MS
78. LMX theory can help leaders
a. To be aware of potential biases toward some of our followers
b. To be aware of who in the organization they can trust and depend upon
c. To be aware of trying to help all followers into the in-group
d. To be aware that some followers may not want to be in the in-group
Ans: A, B, C, D
Cognitive Domain: Comprehension
Answer Location: Application
Question Type: MS
True/False
79. The acronym VDL stands for variation dependent leadership.
a. True
b. False
Ans: False
Cognitive Domain: Knowledge
Answer Location: Early Studies
Question Type: TF
80. In LMX theory, the dyadic relationship is the focal point of the leadership process.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Early Studies
Question Type: TF
81. LMX challenged the assumption that leaders treated followers in a collective way, as a group,
using an average leadership style.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: TF
82. In-group relationships are based on the formal employment contract (defined roles).
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: Early Studies
Question Type: TF
83. Subordinates in the out-group receive more information and concern from their leaders than
do in-group members.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: Early Studies
Question Type: TF
84. Later studies of LMX showed that high-quality relationships between leaders and
subordinates produced less employee turnover.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Later Studies
Question Type: TF
85. In LMX theory, leadership making suggests that leaders help everyone to be in the in-group.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Leadership Making
Question Type: TF
86. During the first phase of leadership making, the interactions within the leader-subordinate
dyad are generally low quality.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Leadership Making
Question Type: TF
87. During the early phases of leadership making, a key predictor of relationship quality for both
leaders and followers is follower performance.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Leadership Making
Question Type: TF
88. In LMX, it is usually the leader who makes an offer to the subordinate for improved careeroriented exchanges.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Early Studies
Question Type: TF
89. The problem with the LMX approach is that it gives little attention to the importance of
communication in leadership.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: Criticisms
Question Type: TF
90. A problem with LMX theory is that it appears to be unrelated to positive organizational
outcomes.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: Strengths
Question Type: TF
91. Personality and other personal characteristics are unrelated to the process of how in-groups
are formed.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: Early Studies
Question Type: TF
92. During the partner phase of leadership making, the leader and subordinate have reciprocal
influence on each other.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Leadership Making
Question Type: TF
93. LMX can be criticized for failing to fully explain the way high-quality leader-member
exchanges are created.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Criticisms
Question Type: TF
94. Studies have shown that high LMX has a direct impact on employee creativity.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Early Studies
Question Type: TF
Essay
95. What is the relationship between LMX and employee empowerment?
Ans: In Harris, Wheeler, and Kacmar (2009) empowerment moderates the impact of LMX on job
outcomes (i.e., job satisfaction, turnover, job performance, and organizational citizenship
behaviors). They found that empowerment and leader-member exchange quality had a slight
synergistic effect on job outcomes. The quality of LMX mattered most for employees who felt
little empowerment. For these employees, high-quality leader-member exchange appeared to
compensate for the drawbacks of not being empowered.
Cognitive Domain: Application
Answer Location: Later Studies
Question Type: Essay
96. Briefly describe the three stages of LMX theory development.
Ans: Stage 1: vertical dyad linkage theory and identified in-groups and out-groups based on
relational role exchanges. Stage 2: LMX was applied to organizational effectiveness, such as
employee performance. Stage 3: leadership making, which studies how leader-member relations
develop over time from the stranger phase to the mature phase.
Cognitive Domain: Application
Answer Location: Leadership Making
Question Type: Essay
97. What is the benefit to the leader of having a high-quality relationship with employees?
Ans: Group members are viewed as dependable and more committed. Group members may take
on tasks beyond their job descriptions. Group members may perform better and have less
turnover.
Cognitive Domain: Comprehension
Answer Location: Later Studies
Question Type: Essay
98. LMX theory assumes that improved exchanges between leaders and followers are desirable.
When might a follower not want “improved career-oriented social exchanges” with a leader?
Ans: When they are planning on leaving the job. If they do not respect the leader and do not want
a relationship with them.
Cognitive Domain: Application
Answer Location: Leadership Making
Question Type: Essay
99. What are the advantages of studying group leadership from a dyadic perspective?
Ans: Emphasizes importance of communication in leadership. Effective leadership is contingent
on effective leader-member exchanges.
Cognitive Domain: Application
Answer Location: Early Studies
Question Type: Essay
100. Compare the earlier LMX studies, which described in-groups and out-groups to the
leadership-making studies in which there are three phases. How is it more helpful to describe
LMX in three phases instead of categorizing in- and out-groups?
Ans: Answers will vary but should include a discussion/definition of both in- and out-groups.
Rather than reiterating what happens in each phase in leadership-making, good answers will
describe the process of developing from low- to high-quality relationships between leaders and
followers. These descriptions should include the roles, exchanges, interests, and influences of
the three phases.
Cognitive Domain: Analysis
Answer Location: Early Studies and Leadership Making
Question Type: Essay
Multiple Choice
1. Context and culture is
a. An antecedent condition in servant leadership
b. A leader behavior in servant leadership
c. An outcome of transformational leadership
d. An outcome of servant leadership
Ans: A
Cognitive Domain: Knowledge
Answer Location: Antecedent Conditions
Question Type: MC
2. Liden’s servant leadership model is “trait-like” in that
a. Leader behaviors are identified
b. Leader attributes are part of the antecedent conditions
c. Humility is a consistent servant leadership factor
d. Identifying leader traits is an outcome of servant leadership
Ans: B
Cognitive Domain: Application
Answer Location: Antecedent Conditions
Question Type: MC
3. Which is an antecedent condition?
a. Leadership outcomes
b. Conceptualization
c. Follower receptivity
d. Putting followers first
Ans: C
Cognitive Domain: Knowledge
Answer Location: Antecedent Conditions
Question Type: MC
4. The people I am leading want me to use servant leadership. This is an example of
a. Collective bargaining
b. Emotional healing
c. Context and culture
d. Follower receptivity
Ans: D
Cognitive Domain: Comprehension
Answer Location: Antecedent Conditions
Question Type: MC
5. Dimensions of culture related to how power is used in different societies is an example of
which main component of Liden’s servant leadership model?
a. Antecedent conditions
b. Servant behaviors
c. Leadership outcomes
d. Transactional leadership
Ans: A
Cognitive Domain: Application
Answer Location: Antecedent Conditions
Question Type: MC
6. The qualities and disposition of the leader describe
a. Leader behaviors
b. Leader attributes
c. Ethical perspective
d. Follower growth
Ans: B
Cognitive Domain: Comprehension
Answer Location: Antecedent Conditions
Question Type: MC
7. Individuals who find servant leadership a form of micromanagement
a. Are receptive to this style of leadership
b. Lack one of the important outcomes of servant leadership
c. Lack one of the three antecedent conditions of servant leadership
d. Would enjoy working with a leader who uses servant leadership
Ans: C
Cognitive Domain: Comprehension
Answer Location: Antecedent Conditions
Question Type: MC
8. Jasmine understands the complexities of all levels of her organization and successfully solves
problems that meet the organization’s mission. She is using which servant leader behavior?
a. Conceptualizing
b. Behaving ethically
c. Putting followers first
d. Empowering
Ans: A
Cognitive Domain: Application
Answer Location: Servant leader behaviors
Question Type: MC
9. Henry leads a group of 20 in a fast-paced telemarketing center. He stopped his own work to
console one of his followers who was struggling with a personal issue unrelated to his work. He
is using which servant leader behavior?
a. Helping followers grow and succeed
b. Emotional healing
c. Creating value for the community
d. Empowering
Ans: B
Cognitive Domain: Application
Answer Location: Servant leader behaviors
Question Type: MC
10. Kim leads a team of graduate students in food science who discover a new food ingredient
that tastes like salt but contains no artificial ingredients. Kim gives credit for the discovery to her
graduate students. She is displaying what servant leader behavior?
a. Foresight
b. Emotional healing
c. Putting followers first
d. Empowering
Ans: C
Cognitive Domain: Application
Answer Location: Servant leader behaviors
Question Type: MC
11. My math teacher not only helps me solve difficult equations, but she also wrote me a great
letter of recommendation for the college I want to attend that has a highly ranked math
department. She is using which servant leader behavior?
a. Helping followers grow and succeed
b. Emotional healing
c. Behaving ethically
d. Conceptualizing
Ans: A
Cognitive Domain: Application
Answer Location: Servant leader behaviors
Question Type: MC
12. My supervisor signed our company up for the annual “Day of Service” in our town. He
encouraged all of us to volunteer with him instead of working at our company that day. He is
using which servant leader behavior?
a. Conceptualizing
b. Creating value for the community
c. Behaving ethically
d. Emotional healing
Ans: B
Cognitive Domain: Application
Answer Location: Servant leader behaviors
Question Type: MC
13. I give my teaching assistants the freedom to set their own office hours and create grading
rubrics for the assignments they independently grade. I am using which servant leader behavior?
a. Persuasion
b. Creating value for the community
c. Behaving ethically
d. Empowering
Ans: D
Cognitive Domain: Application
Answer Location: Servant leader behaviors
Question Type: MC
14. Which leader behavior is the defining characteristic of Liden’s servant leadership model?
a. Behaving ethically
b. Emotional healing
c. Putting followers first
d. Empowering
Ans: C
Cognitive Domain: Comprehension
Answer Location: Servant leader behaviors
Question Type: MC
15. Leaders who do the right thing are applying which of Liden’s servant leader behaviors?
a. Empowering
b. Behaving ethically
c. Emotional healing
d. Putting followers first
Ans: B
Cognitive Domain: Comprehension
Answer Location: Servant leader behaviors
Question Type: MC
16. Which of the following is not an outcome of servant leadership?
a. Follower performance
b. Organizational performance
c. Follower conceptual ability
d. Follower growth
Ans: C
Cognitive Domain: Comprehension
Answer Location: Leadership Outcomes
Question Type: MC
17. Servant leadership
a. Directly impacts society
b. Indirectly impacts society
c. Has not been shown to impact society
d. Is not a useful theory of leadership
Ans: B
Cognitive Domain: Comprehension
Answer Location: Leadership Outcomes
Question Type: MC
18. For servant leadership to be successful
a. Followers need to be open to this type of leadership
b. Followers need to become servants themselves
c. Followers must share all antecedent conditions
d. Followers must have an altruistic philosophy toward work
Ans: A
Cognitive Domain: Comprehension
Answer Location: How Does SL Work?
Question Type: MC
19. Which of the following is a strength of servant leadership approach?
a. Research supports the identification of the seven leader behaviors
b. The follower focus implies servant leadership is not about leading
c. There is no consensus on a common definition of servant leadership
d. It frames leadership on the principles of followers first
Ans: D
Cognitive Domain: Comprehension
Answer Location: Strengths
Question Type: MC
20. One criticism of servant leadership is
a. It puts followers first at the expense of the leader
b. The Servant Leadership Questionnaire has not been validated
c. Conceptualizing leader behaviors could be a cognitive ability
d. Altruism is a central component
Ans: C
Cognitive Domain: Application
Answer Location: Criticism
Question Type: MC
21. When leaders use good communication skills to understand and acknowledge followers’
viewpoints they are using which characteristic of a servant leader?
a. Healing
b. Listening
c. Persuasion
d. Conceptualization
Ans: B
Cognitive Domain: Comprehension
Answer Location: Ten Characteristics Servant Leader
Question Type: MC
22. My leader tries to appreciate what I am thinking and feeling in our interactions; he is using
which characteristic of a servant leader?
a. Empathy
b. Listening
c. Persuasion
d. Conceptualization
Ans: A
Cognitive Domain: Comprehension
Answer Location: Ten Characteristics Servant Leader
Question Type: MC
23. When my leader shows she cares about my personal well-being she is using which
characteristic of a servant leader?
a. Awareness
b. Listening
c. Healing
d. Conceptualization
Ans: C
Cognitive Domain: Comprehension
Answer Location: Ten Characteristics Servant Leader
Question Type: MC
24. I am attuned to my physical, social, and political environments and my impact on others. I
am using which characteristic of a servant leader?
a. Stewardship
b. Listening
c. Persuasion
d. Awareness
Ans: D
Cognitive Domain: Application
Answer Location: Ten Characteristics Servant Leader
Question Type: MC
25. My leader gently but clearly convinces me to change. He is using which characteristic of a
servant leader?
a. Foresight
b. Awareness
c. Persuasion
d. Conceptualization
Ans: C
Cognitive Domain: Application
Answer Location: Ten Characteristics Servant Leader
Question Type: MC
26. My leader is a real visionary and helps us solve organizational problems in creative ways.
She is using which characteristic of a servant leader?
a. Building community
b. Listening
c. Foresight
d. Conceptualization
Ans: D
Cognitive Domain: Comprehension
Answer Location: Ten Characteristics Servant Leader
Question Type: MC
27. My leader is great at predicting the future based on past experiences. He is using which
characteristic of a servant leader?
a. Empathy
b. Awareness
c. Persuasion
d. Foresight
Ans: D
Cognitive Domain: Comprehension
Answer Location: Ten Characteristics Servant Leader
Question Type: MC
28. My leader takes careful responsibility for managing the resources of our organization. This is
an example of which characteristic of a servant leader?
a. Stewardship
b. Commitment to the growth of people
c. Persuasion
d. Conceptualization
Ans: A
Cognitive Domain: Comprehension
Answer Location: Ten Characteristics Servant Leader
Question Type: MC
29. My leader helped me advance my career by giving me additional opportunities to learn and
expand my skills. He is using which characteristic of a servant leader?
a. Stewardship
b. Building community
c. Commitment to the growth of people
d. Awareness
Ans: C
Cognitive Domain: Comprehension
Answer Location: Ten Characteristics Servant Leader
Question Type: MC
30. Our team feels a sense of unity and relatedness that helps us identify with the greater value of
our organization because our leaders use of which characteristic of a servant leader?
a. Stewardship
b. Building community
c. Commitment to the growth of people
d. Awareness
Ans: B
Cognitive Domain: Comprehension
Answer Location: Ten Characteristics Servant Leader
Question Type: MC
31. The servant leader characteristic in which the leader has vision and solves problems in
creative ways is similar to the problem-solving competency in which leadership approach?
a. Behavioral
b. Skills
c. Transformational
d. Authentic
Ans: B
Cognitive Domain: Analysis
Answer Location: Ten Characteristics Servant Leader
Question Type: MC
32. Which researcher(s) identified the 10 characteristics of servant leaders?
a. Liden et. al
b. Luthans and Avolio
c. Riggio
d. Spears
Ans: D
Cognitive Domain: Knowledge
Answer Location: Ten Characteristics Servant Leader
Question Type: MC
33. Spears’s 10 characteristics of a servant leader were derived from
a. House’s original work on ethical leadership
b. Greenleaf’s original work on servant leadership
c. House’s original work on charismatic leadership
d. Bass’s original work defining transformational leadership
Ans: B
Cognitive Domain: Knowledge
Answer Location: Ten Characteristics Servant Leader
Question Type: MC
34. Greenleaf’s original writing about servant leadership is accepted as a leadership
a. Theory
b. Model
c. Approach
d. Dissertation
Ans: C
Cognitive Domain: Knowledge
Answer Location: Ten Characteristics Servant Leader
Question Type: MC
35. Which statement is most correct about servant leadership?
a. There are two models of servant leadership: Liden’s and Spears’s.
b. The only model of servant leadership is Liden’s.
c. There are several models that describe servant leadership.
d. No models of servant leadership have been shown to be effective.
Ans: C
Cognitive Domain: Application
Answer Location: Building a Theory about SL
Question Type: MC
36. Which characteristics of servant leadership are found in all models of servant leadership
described in the text?
a. Wisdom and humility
b. Wisdom and courage
c. Vision and courage
d. None are consistent across all models
Ans: D
Cognitive Domain: Application
Answer Location: Building a Theory about SL
Question Type: MC
37. The purpose of Liden et. al’s research on servant leadership was to
a. Discredit servant leadership as a theory
b. Clarify the altruistic nature of servant leadership
c. Provide a framework consistent with transformational leadership
d. Provide a framework for understanding servant leadership complexities
Ans: D
Cognitive Domain: Application
Answer Location: Model of Servant Leadership
Question Type: MC
38. The three main components of the servant leadership model are
a. Authenticity, antecedent conditions, motivation
b. Conceptualization, servant leader behaviors, performance outcomes
c. Idealized consideration, performance outcomes, servant leader behaviors
d. Servant leader behaviors, antecedent conditions, leadership outcomes
Ans: D
Cognitive Domain: Knowledge
Answer Location: Model of Servant Leadership
Question Type: MC
39. A pre-existing factor that influences servant leadership process is
a. An outcome of servant leadership
b. An antecedent condition of servant leadership
c. An effect of servant leadership
d. A behavior in servant leadership
Ans: B
Cognitive Domain: Comprehension
Answer Location: Model of Servant Leadership
Question Type: MC
40. Servant approach is about
a. Service and influence
b. Influence and skill development
c. Service and authoritarianism
d. Adaptive and influential leadership
Ans: A
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
41. The clearinghouse and research center on servant leadership is now called
a. The Center for Applied Ethics
b. The Service and Leadership Center
c. The Greenleaf Center for Servant Leadership
d. The Center for Service and Ethical Behaviors
Ans: C
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: MC
42. The first papers about servant leadership were written by
a. Liden
b. Spears
c. Greenleaf
d. House
Ans: C
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: MC
43. Servant leadership is
a. Follower focused
b. Leader focused
c. Authority focused
d. Paternalistic
Ans: B
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
44. Greenleaf includes in his definition of servant leadership
a. Being taken care of by the servant follower
b. An emphasis on leaders first serving others
c. The servant follower serving others first
d. The servant follower serving the leader first
Ans: B
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
45. Greenleaf advocated
a. How organizations can influence leaders to rally followers
b. Using communication to build consensus in groups
c. Using power and authority to influence followers
d. Ethics are poor in modern for-profit organizations
Ans: B
Cognitive Domain: Knowledge
Answer Location: Historical Basis of Servant Leadership
Question Type: MC
46. Servant leadership places followers first and
a. Is a leadership model that incorporates social justice
b. Emphasizes adapting to followers’ competence and commitment
c. Uses adaptive leadership principles
d. Shifts authority to the followers
Ans: A
Cognitive Domain: Application
Answer Location: Description
Question Type: MC
47. Servant leadership is
a. Descriptive
b. Prescriptive
c. Both descriptive and prescriptive
d. Neither descriptive or prescriptive
Ans: C
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
48. Servant leadership has been called a paradox because
a. It is not a trait but a behavior that can be learned.
b. It asks leaders to serve and influence others at the same time.
c. It is both a theory and an approach.
d. Followers grow while being served.
Ans: B
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
49. The opposite of servant leadership is
a. Laissez-faire leadership.
b. Path-goal leadership.
c. Authentic leadership.
d. Coercive leadership.
Ans: D
Cognitive Domain: Application
Answer Location: Historical Basis of SL
Question Type: MC
50. According to Greenleaf, the best measure of servant leadership is
a. Whether the leader has the necessary traits to lead.
b. Whether the leader is ethical.
c. Whether followers are willing to support the leader.
d. Whether followers are nurtured by the leader.
Ans: D
Cognitive Domain: Comprehension
Answer Location: Historical Basis of SL
Question Type: MC
51. Which of the following is not a component of Spears's 10 characteristics of servant leaders?
a. Listening
b. Healing
c. Sympathy
d. Stewardship
Ans: C
Cognitive Domain: Knowledge
Answer Location: Ten Characteristics SL
Question Type: MC
52. Which of the following is true of antecedent conditions that have an impact on servant
leadership?
a. Dimensions of culture will influence leadership.
b. Leader attributes are much less important in this model.
c. Leaders need to conceptualize the situation or organization well.
d. Leaders need to put followers first.
Ans: A
Cognitive Domain: Comprehension
Answer Location: Antecedent Conditions
Question Type: MC
53. According to this leadership theory, leaders should be held accountable for failing to
anticipate future trends and problems in the organization.
a. Path-goal leadership
b. Servant leadership
c. Leader–member exchange
d. Transformational leadership
Ans: B
Cognitive Domain: Application
Answer Location: Ten Characteristics
Question Type: MC
54. Under what conditions does servant leadership fail to have a positive impact on followers?
a. When subordinates are unskilled or uneducated.
b. When the organization rewards coercive leader behavior.
c. When subordinates already exhibit a high level of organizational citizenship behavior.
d. When subordinates don't want guidance from the leader.
Ans: D
Cognitive Domain: Comprehension
Answer Location: Antecedent Conditions
Question Type: MC
55. The concept that servant leaders care about the personal well-being of their followers is best
expressed by which characteristic of servant leadership?
a. Healing
b. Stewardship
c. Persuasion
d. Awareness
Ans: A
Cognitive Domain: Comprehension
Answer Location: Ten Characteristics
Question Type: MC
56. According to the 10 characteristics of servant leadership, stewardship is _____.
a. Clear and persistent communication that convinces others to change
b. Attempting to see the world from another's point of view
c. Referring to the leader's ability to see the future
d. Taking responsibility for the leadership role
Ans: D
Cognitive Domain: Comprehension
Answer Location: Ten Characteristics
Question Type: MC
57. Which of the following is not a servant leader behavior?
a. Empowering
b. Behaving ethically
c. Geniality
d. Conceptualizing
Ans: C
Cognitive Domain: Knowledge
Answer Location: SL Behaviors
Question Type: MC
58. A factor that appears to influence the impact of servant leadership on outcomes such as
personal and organizational job performance is ______.
a. Leader attributes
b. Follower receptivity
c. Leader context and culture
d. Leader-follower timing
Ans: B
Cognitive Domain: Application
Answer Location: Antecedent conditions
Question Type: MC
59. Servant leadership works best when _____.
a. There is a balance of power between the leaders and followers
b. Leaders are altruistic and have a strong motivation to help others
c. Leaders use a task-oriented approach
d. Leaders are willing to leave followers to work on their own
Ans: B
Cognitive Domain: Comprehension
Answer Location: Model of SL
Question Type: MC
60. One criticism of servant leadership is
a. Researchers have been unable to reach a consensus on a common definition.
b. Servant leadership makes altruism the central component of the leadership process.
c. There is not enough focus on the role of influence and power in leadership.
d. A follower's readiness to receive servant leadership moderates its potential usefulness.
Ans: A
Cognitive Domain: Comprehension
Answer Location: Criticisms
Question Type: MC
61. Which of the following is not an outcome of servant leadership?
a. Follower performance and growth
b. Organizational performance
c. Societal impact
d. Leader empowerment
Ans: D
Cognitive Domain: Knowledge
Answer Location: Outcomes
Question Type: MC
62. Under servant leadership, followers may become servant leaders themselves. This is an
example of what?
a. Organizational performance
b. Leadership duplication
c. Follower performance and growth
d. Societal impact
Ans: C
Cognitive Domain: Comprehension
Answer Location: SL Behaviors
Question Type: MC
63. Which of the following statements is false?
a. Servant leadership is most effective in situations where subordinates are not open to being
guided.
b. Servant leaders place the good of followers over their own self-interests.
c. Servant leadership emphasizes that leaders be attentive to the concerns of their followers.
d. Healing is one characteristic of a servant leader.
Ans: A
Cognitive Domain: Comprehension
Answer Location: Antecedent Conditions
Question Type: MC
64. What makes up the core of the servant leadership process?
a. Antecedent conditions
b. Characteristics of the leader
c. Servant leader behaviors
d. Context and culture
Ans: C
Cognitive Domain: Comprehension
Answer Location: SL Behaviors
Question Type: MC
65. Ray was chosen by his boss to lead a team of coworkers during a companywide project. Ray
spent a lot of time getting to know each of his individual team members and fostering intergroup
relationships. Throughout the project, the people on Ray's team developed a deep sense of unity
and relatedness to one another. Which characteristic of servant leadership best describes Ray's
methods?
a. Conceptualization
b. Building community
c. Stewardship
d. Awareness
Ans: B
Cognitive Domain: Application
Answer Location: SL Behaviors
Question Type: MC
66. Which three antecedent conditions have an impact on servant leadership?
a. Context and culture; societal effect; follower receptivity
b. Follower receptivity; emotional healing; creating value for the community
c. Follower performance and growth; societal impact; behaving ethically
d. Context and culture; leader attributes; follower receptivity
Ans: D
Cognitive Domain: Knowledge
Answer Location: Outcomes
Question Type: MC
67. Which of the following is not involved in servant leadership training?
a. Self-assessment exercises
b. Educational sessions
c. Visualization
d. Goal setting
Ans: C
Cognitive Domain: Comprehension
Answer Location: Application
Question Type: MC
68. What makes servant leadership similar to the skills approach and styles approaches of
looking at leadership?
a. It focuses on leadership from the point of view of the leader.
b. It focuses on leadership from the point of view of the follower.
c. It emphasizes the importance of communication in leadership.
d. It accentuates the significance of the leader-follower relationship.
Ans: A
Cognitive Domain: Application
Answer Location: Application
Question Type: MC
69. Servant leaders do all of the following except
a. Put followers first.
b. Empower followers.
c. Help followers develop full personal capacities.
d. Rely on followers to independently initiate growth.
Ans: D
Cognitive Domain: Comprehension
Answer Location: Application
Question Type: MC
70. Helping followers to grow and succeed and creating value for the community are both
behaviors of which type of leadership?
a. Transformational leadership
b. Servant leadership
c. Authentic leadership
d. Transactional leadership
Ans: B
Cognitive Domain: Comprehension
Answer Location: SL Behaviors
Question Type: MC
71. When servant leadership is practiced, organizational performance is positively affected
because
a. Followers become aware of their full potential.
b. Leaders create more opportunities for subordinates.
c. Subordinates go beyond the basic requirements of their job duties.
d. Leader-follower communication is mutually respected and enhanced.
Ans: C
Cognitive Domain: Application
Answer Location: Outcomes
Question Type: MC
72. How does servant leadership differ from path-goal theory?
a. Focuses on the behaviors leaders should exhibit to put followers first.
b. Is unconcerned with the way leaders should treat followers.
c. Focuses on the need for leaders to perfect themselves before helping others.
d. Makes the need for task completion necessary before relationships can thrive.
Ans: A
Cognitive Domain: Application
Answer Location: Summary
Question Type: MC
Multiple Selection
73. Which servant leadership behaviors in Liden’s model are also found in Spears’s 10
characteristics of servant leadership?
a. Ethical behavior; Awareness
b. Follower growth; Building community
c. Listening; Empowering
d. Conceptualizing; Healing
Ans: B, D
Cognitive Domain: Application
Answer Location: Servant Leader Behaviors
Question Type: MS
74. When leaders use servant leadership behaviors, the expected outcome on followers is
a. Greater self-actualization
b. Followers may themselves become servant leaders
c. Reduced need for leader interaction
d. Increased dependence on servant leaders
Ans: A, B
Cognitive Domain: Comprehension
Answer Location: Leadership Outcomes
Question Type: MS
75. Servant leadership focuses on the behaviors leaders should exhibit to
a. Successfully improve productivity
b. Support followers’ personal development
c. Put followers first
d. Improve followers’ skills
Ans: B, C
Cognitive Domain: Comprehension
Answer Location: How Does SL Work?
Question Type: MS
76. Which researcher(s) have been involved with describing servant leadership?
a. Greenleaf and Spears
b. Kouzes and Posner
c. Bass and Avolio
d. Liden et al. and Spears
Ans: A, D
Cognitive Domain: Comprehension
Answer Location: Model of Servant Leadership
Question Type: MS
77. Which of the following theories are leader centered?
a. Transformational
b. Servant
c. Skills
c. Path–goal
Ans: B, C
Cognitive Domain: Application
Answer Location: Description
Question Type: MS
78. The basic premise of servant leadership includes
a. The good of the followers
b. Follower development
c. Strong morals
d. All followers appreciate servant leadership
Ans: A, B, C
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MS
79. Servant leadership
a. Has not been used extensively in leadership training programs
b. Has been used extensively in leadership training programs
c. Is used only in top management leadership training programs
d. Is used at all levels of management in leadership training programs
Ans: B, D
Cognitive Domain: Comprehension
Answer Location: Application
Question Type: MS
80. Which of the following leadership approaches is used extensively in leadership training
programs?
a. Trait
b. Skills
c. Authentic
d. Servant
Ans: B, D
Cognitive Domain: Application
Answer Location: Application
Question Type: MS
True/False
81. There are only two models in servant leadership, Spears’s and Liden’s.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: Building a Theory of SL
Question Type: TF
82. Leader courage and humility are two characteristics consistent across all models of servant
leadership.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: Building a Theory of SL
Question Type: TF
83. Servant leadership is not used widely in leadership training programs.
a. True
b. False
Ans: False
Cognitive Domain: Knowledge
Answer Location: Application
Question Type: TF
84. Servant leadership can be applied at all levels of management in all types of organizations.
a. True
b. False
Ans: True
Cognitive Domain: Knowledge
Answer Location: Application
Question Type: TF
85. Leaders can both serve and influence their followers at the same time.
a. True
b. False
Ans: True
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: TF
86. There is no single accepted definition of servant leadership.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Application
Question Type: TF
87. Foresight and conceptualization are two characteristics of the first model of servant
leadership.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Ten Characteristics
Question Type: TF
88. There is a lack of agreement among researchers on what specific characteristics define
servant leadership.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Ten Characteristics
Question Type: TF
89. Servant leadership can be effective in any organizational context.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: Applications
Question Type: TF
90. Follower receptivity is an outcome of servant leadership.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: Antecedent Conditions
Question Type: TF
91. Antecedent conditions refer to the societal trends that enable servant leadership to be
effective.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: Antecedent Conditions
Question Type: TF
92. Emotional healing is the central motivation behind the servant leadership process.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: SL Behavior
Question Type: TF
93. The first step in becoming a servant leader is to aspire to lead.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: Model of SL
Question Type: TF
94. According to the Liden et al. (2008) model of servant leadership, behaving ethically and
empowering followers are servant leader behaviors that produce desirable leadership outcomes.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: Model of SL
Question Type: TF
95. Servant leadership can enhance group performance by clarifying goals and increasing team
potency.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Model of SL
Question Type: TF
96. Servant leadership stresses the role of personal influence in the leadership process.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Model of SL
Question Type: TF
97. Servant leadership is most effective when subordinates have an external locus of control.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: Antecedent Conditions
Question Type: TF
Essay
98. How does the power of servanthood compare with French and Raven's five bases of social
power?
Ans: Referent power: leaders are liked and adored by followers. Expert power: based on
followers' perceptions of the leader's competence. Legitimate power: having status or formal job
authority. Reward power: having the capacity to reward behavior. Coercive power: having the
capacity to penalize or punish others. Servant leadership is more about shared power.
Cognitive Domain: Analysis
Answer Location: Servant Leadership Defined
Question Type: Essay
99. How can a leader develop the ability to be a visionary?
Ans: Conceptualization: providing a clear sense of goals and direction. Foresight: using what has
happened in the past compared with what is happening in the present to predict what will happen
in the future.
Cognitive Domain: Application
Answer Location: 10 Characteristics
Question Type: Essay
100. Why might some subordinates not want to work with servant leaders?
Ans: Servant leaders concern themselves with inequalities and injustices. Those at the top of the
organization will be brought down to the level of those who have less in order to even things out.
There is little incentive to achieve higher since everyone is viewed as equals
Cognitive Domain: Application
Answer Location: Follower Receptivity
Question Type: Essay
101.Defend or refute: Servant leadership should be conceptualized as a behavior rather than a
trait.
Ans: If conceptualized as a behavior, servant leadership can be learned and is available to
everyone. Liden et al.'s research identifies seven specific behaviors that individuals can develop
to become servant leaders. If conceptualized as a trait, servant leadership appears to be reserved
for only a special few who exhibit this trait. A trait perspective lends credence to those who argue
that certain people are “called” to be leaders.
Cognitive Domain: Analysis
Answer Location: Servant Leadership Defined
Question Type: Essay
102. Explain the process of how servant leadership works.
Ans: Focuses on the behaviors leaders should exhibit to put followers first and help them in their
personal development. Leaders make it a priority to listen closely to followers and treat them
fairly. Leaders develop strong relationships with followers and help them reach their full
potential. Servant leadership spreads within the organization and creates a culture of serving
others. Ultimately, this culture leads to caring for the community and society at large.
Cognitive Domain: Analysis
Answer Location: Application
Question Type: Essay
Multiple Choice
1. Studying authentic leadership is timely and worthwhile when
a. People prefer transactional leadership
b. People are apprehensive and want trustworthy leadership
c. People are energized and do not need involved leadership
d. People prefer leaders to put them first
Ans: B
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
2. Authentic leadership focuses on
a. Followers first
b. Leadership outcomes
c. Leadership for change
d. Leadership that is genuine
Ans: D
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
3. Which theory is one of the newest areas of leadership research?
a. Leader–member exchange
b. Transactional
c. Authentic
d. Behavioral
Ans: C
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
4. Some of the main concepts of authentic leadership were identified earlier as a part of which
approach?
a. Leader-member exchange
b. Transformational
c. Path–goal
d. Adaptive
Ans: B
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
5. Authentic leadership is
a. Easily defined
b. A complex process
c. Similar to path-goal theory
d. Similar to trait approach
Ans: B
Cognitive Domain: Comprehension
Answer Location: Authentic Leadership Defined
Question Type: MC
6. Which is not a way to view or characterize authentic leadership?
a. Intrapersonal
b. Interpersonal
c. Developmental
d. Fundamental
Ans: D
Cognitive Domain: Comprehension
Answer Location: Authentic Leadership Defined
Question Type: MC
7. Which viewpoint is a perspective of authentic leadership that is leader centered?
a. Intrapersonal
b. Interpersonal
c. Developmental
d. Fundamental
Ans: A
Cognitive Domain: Knowledge
Answer Location: Authentic Leadership Defined
Question Type: MC
8. I have done significant reflection about myself, my leadership, and my life experiences, which
has helped me become the leader that I am. I am using which definition of authentic leadership?
a. Intrapersonal
b. Interpersonal
c. Developmental
d. Fundamental
Ans: A
Cognitive Domain: Comprehension
Answer Location: Authentic Leadership Defined
Question Type: MC
9. Which viewpoint defines authentic leadership as a reciprocal process?
a. Intrapersonal
b. Interpersonal
c. Developmental
d. Fundamental
Ans: B
Cognitive Domain: Knowledge
Answer Location: Authentic Leadership Defined
Question Type: MC
10. When I focus on the relationships I have with my followers and how we influence each other
I am using which definition of authentic leadership?
a. Intrapersonal
b. Interpersonal
c. Developmental
d. Fundamental
Ans: B
Cognitive Domain: Comprehension
Answer Location: Authentic Leadership Defined
Question Type: MC
11. Which definition of authentic leadership views leadership as something to be nurtured in a
leader?
a. Intrapersonal
b. Interpersonal
c. Developmental
d. Fundamental
Ans: C
Cognitive Domain: Knowledge
Answer Location: Authentic Leadership Defined
Question Type: MC
12. I have used my behaviors over my lifetime, and the psychological qualities and ethics I have
learned create a leadership style that is authentic. I am using which definition of authentic
leadership?
a. Intrapersonal
b. Interpersonal
c. Developmental
d. Fundamental
Ans: C
Cognitive Domain: Comprehension
Answer Location: Authentic Leadership Defined
Question Type: MC
13. Which approach describes authentic leadership in terms of the characteristics of leaders?
a. George’s
b. Terry’s
c. Walumbwa’s
d. Luthans and Avolio’s
Ans: A
Cognitive Domain: Knowledge
Answer Location: Approaches to Authentic Leadership
Question Type: MC
14. Which researcher developed a practical approach to authentic leadership?
a. Avolio
b. Walumbwa
c. George
d. Liden
Ans: C
Cognitive Domain: Knowledge
Answer Location: Approaches to Authentic Leadership
Question Type: MC
15. Research of which approach to authentic leadership was conducted using interviews of
successful leaders?
a. George’s practical model
b. Luthans and Avolio’s practical model
c. Luthans and Avolio’s theoretical model
d. Walumbawa’s positive psychology model
Ans: A
Cognitive Domain: Comprehension
Answer Location: Practical Approach
Question Type: MC
16. Which is not a characteristic of authentic leadership?
a. Purpose
b. Values
c. Passion
d. Goals
Ans: D
Cognitive Domain: Knowledge
Answer Location: Practical Approach
Question Type: MC
17. In George’s model of authentic leadership, the central component or as he called it “true
north” is
a. Purpose
b. The leader
c. Compassion
d. Consistency
Ans: B
Cognitive Domain: Comprehension
Answer Location: Practical Approach
Question Type: MC
18. Passion and compassion are
a. Both part of Luthans and Avolio’s authentic leadership model
b. Not components of the Luthans and Avolio’s model
c. Essentially the same thing
d. Characteristics of authentic leadership that can be developed
Ans: D
Cognitive Domain: Comprehension
Answer Location: Practical Approach
Question Type: MC
19. Derrick is focused on helping his followers while using his values system and “heart.” Even
in tough times he does not compromise his values. Derrick is applying
a. Authentic leader behaviors consistent with the theoretical model
b. Authentic leader behaviors consistent with the practical approach
c. Transformational leader behaviors consistent with Bass’s model
d. Transactional leader behaviors consistent with Burns’s model
Ans: B
Cognitive Domain: Application
Answer Location: Practical Approach
Question Type: MC
20. Which is not a characteristic a leader would demonstrate using George’s approach to
authentic leadership?
a. Understanding purpose
b. Establishing trusting relationships
c. Moral reasoning
d. Passionate about mission
Ans: C
Cognitive Domain: Comprehension
Answer Location: Practical Approach
Question Type: MC
21. Individuals with deep interest in and who truly care about what they do and also care about
helping others are using which characteristics of authentic leadership?
a. Compassion and heart
b. Relationship and purpose
c. Heart and connectedness
d. Self-discipline and passion
Ans: A
Cognitive Domain: Comprehension
Answer Location: Practical Approach
Question Type: MC
22. In which leadership approach did the University of Nebraska host a summit as a catalyst for
discussion and theoretical development of a leadership approach?
a. Authentic
b. Transformational
c. Behavioral
d. Servant
Ans: A
Cognitive Domain: Comprehension
Answer Location: Theoretical Approach
Question Type: MC
23. Which scholar(s) were the catalysts in developing a theory of positive organizational
scholarship around authentic leadership?
a. Bass and Steidlmeier
b. Luthans and Avolio
c. Walumbwa
d. Linsky
Ans: B
Cognitive Domain: Comprehension
Answer Location: Theoretical Approach
Question Type: MC
24. A model of authentic leadership framed around the development processes of leader and
follower self-awareness and self-regulation was created by
a. Luthans and Avolio
b. Ilies et al.
c. Gardner et al.
d. Liden et al.
Ans: C
Cognitive Domain: Comprehension
Answer Location: Theoretical Approach
Question Type: MC
25. The theoretical model of authentic leadership presented in the text focuses on authentic
leadership as a process. This is similar to
a. The focus of Katz’s skills model
b. The focus of Blake and Mouton’s behavioral model
c. Burns’s definition of transactional leadership
d. Northouse’s definition of leadership in the text
Ans: D
Cognitive Domain: Application
Answer Location: Theoretical Approach
Question Type: MC
26. I am continually reflecting on how my decisions as a leader impact others and assessing how
my core values, emotions, and motives reflect our goals. Which component of authentic
leadership am I using?
a. Moral reasoning
b. Self-awareness
c. Relational transparency
d. Optimism
Ans: B
Cognitive Domain: Application
Answer Location: Components of AL
Question Type: MC
27. One of my followers has been verbally lashing out at me publicly about a decision I made. I
stay calm and reiterate to him that my decision is consistent with my internal standards and those
of the company. Which component of authentic leadership am I using?
a. Relational transparency
b. Self-awareness
c. Internal moral reasoning
d. Optimism
Ans: C
Cognitive Domain: Application
Answer Location: Components of AL
Question Type: MC
28. Three of my followers each have very different views about how to solve a team problem.
When I explore each of their opinions and keep bias out of the decision, I am using which
component of authentic leadership?
a. Resilience
b. Self-awareness
c. Internal moral processing
d. Balanced processing
Ans: D
Cognitive Domain: Application
Answer Location: Components of AL
Question Type: MC
29. I openly share that my feelings were hurt by the negative comments made about me after a
staff meeting and admit I made a mistake in how I handled the meeting. I am using which
component of authentic leadership?
a. Moral reasoning
b. Confidence
c. Relational transparency
d. Optimism
Ans: C
Cognitive Domain: Application
Answer Location: Components of AL
Question Type: MC
30. What is the basis of authentic leadership?
a. The positive psychological capacities
b. The four components
c. Critical life events
d. Internalized moral perspective
Ans: B
Cognitive Domain: Knowledge
Answer Location: Components of AL
Question Type: MC
31. As a regional sales manager I worked to solve a recent problem of decreased seed sales to the
local farming community. I consulted the sales staff in the area to hear their thoughts and
communicated openly that I share their concerns. Which two components of authentic
leadership am I using?
a. Relational transparency and balanced processing
b. Balanced processing and internalized moral perspective
c. Self-awareness and optimism
d. Confidence and balanced processing
Ans: A
Cognitive Domain: Application
Answer Location: Components of AL
Question Type: MC
32. Which of the following is not one of the four positive psychological attributes of authentic
leadership?
a. Confidence
b. Resilience
c. Self-awareness
d. Optimism
Ans: C
Cognitive Domain: Comprehension
Answer Location: Factors That Influence AL
Question Type: MC
33. What are the factors of authentic leadership called that predispose a leader’s capacity to
develop components of authentic leadership?
a. Internalized moral perspectives
b. The dimensions of authentic leadership
c. Resiliency factors
d. Positive psychological attributes
Ans: D
Cognitive Domain: Comprehension
Answer Location: Factors That Influence AL
Question Type: MC
34. Which positive psychological attribute is also one of the major leadership traits in Chapter 2?
a. Hope
b. Confidence
c. Optimism
d. Integrity
Ans: B
Cognitive Domain: Application
Answer Location: Factors That Influence AL
Question Type: MC
35. I truly believe that I can do a great job on this project. I am expressing which of the four
positive psychological capacities?
a. Hope
b. Integrity
c. Optimism
d. Confidence
Ans: D
Cognitive Domain: Comprehension
Answer Location: Factors That Influence AL
Question Type: MC
36. I can weigh the options, both good and bad, and work on developing the capacity to do what
is right. What influencing factor of authentic leadership am I using?
a. Moral reasoning
b. Integrity
c. Optimism
d. Confidence
Ans: A
Cognitive Domain: Comprehension
Answer Location: Factors That Influence AL
Question Type: MC
37. I think about situations and the future with a sense of abundance. What influencing factor of
authentic leadership am I using?
a. Moral reasoning
b. Integrity
c. Optimism
d. Confidence
Ans: C
Cognitive Domain: Comprehension
Answer Location: Factors That Influence AL
Question Type: MC
38. I have seen some rough times and learned and adapted from those experiences. What
influencing factor of authentic leadership am I using?
a. Moral reasoning
b. Resilience
c. Optimism
d. Confidence
Ans: B
Cognitive Domain: Comprehension
Answer Location: Factors That Influence AL
Question Type: MC
39. I am positive and focused and use will power to keep me and my staff motivated to
accomplish goals. What influencing factor of authentic leadership am I using?
a. Moral reasoning
b. Integrity
c. Hope
d. Confidence
Ans: C
Cognitive Domain: Comprehension
Answer Location: Factors That Influence AL
Question Type: MC
40. What is the factor in authentic leadership that describes major events that shape people’s
lives?
a. Resilience
b. Critical life events
c. Balanced processing
d. Confidence
Ans: B
Cognitive Domain: Knowledge
Answer Location: Factors That Influence AL
Question Type: MC
41. I lost my job and health insurance right after being diagnosed with a major illness. It was a
horrible time for me, but I found strength in the process of dealing with these issues. This is an
example of
a. Balanced processing
b. Optimism
c. A critical life event
d. A positive psychological attribute
Ans: C
Cognitive Domain: Comprehension
Answer Location: Factors That Influence AL
Question Type: MC
42. Multiple factors influence authentic leadership. Which of these factors is a cognitive process
of looking at situations with favorable expectations of the future?
a. Balanced processing
b. Optimism
c. A critical life event
d. A positive psychological attribute
Ans: C
Cognitive Domain: Comprehension
Answer Location: Factors That Influence AL
Question Type: MC
43. I had a really poor performance evaluation last week. It really made me think that I should
give work more effort than I have been. This is an example of an authentic leadership factor that
is a
a. Catalyst for change
b. Moral reasoning capacity
c. Resiliency capacity
d. Balanced processing
Ans: A
Cognitive Domain: Comprehension
Answer Location: Factors That Influence AL
Question Type: MC
44. The factors that influence authentic leadership work together to
a. Help individuals become authentic leaders
b. Produce positive psychological capacities
c. Avoid critical life events
d. Produce resilient leaders
Ans: A
Cognitive Domain: Application
Answer Location: Factors That Influence AL
Question Type: MC
45. The process of authentic leadership emphasizes the development of qualities that help leaders
a. Be perceived as trustworthy and believable by followers
b. Be more focused on the goals of the organization
c. Be less inclined to interact with followers who are not authentic
d. Assess the authentic development level of their followers
Ans: A
Cognitive Domain: Application
Answer Location: How Does AL Work?
Question Type: MC
46. Which of the following is a strength of authentic leadership?
a. It has several decades of research support
b. There is strong empirical data supporting it
c. Morality is well defined in the models
d. It fulfills a need in society for trustworthy leaders
Ans: D
Cognitive Domain: Comprehension
Answer Location: Strengths
Question Type: MC
47. Authentic leadership helps provide an answer to people who are searching for sound
leadership in an uncertain world. Which of the following is true?
a. This is a strength of authentic leadership
b. This is a criticism of authentic leadership
c. Authentic leadership is not considered a leadership approach
d. The research on authentic leadership studies variables that are not authentic leadership
Ans: A
Cognitive Domain: Application
Answer Location: Strengths
Question Type: MC
48. Authentic leadership
a. Can be learned
b. Is leader centered
c. Has clear organizational outcomes
d. Is theoretical, not practical
Ans: A
Cognitive Domain: Application
Answer Location: Strengths
Question Type: MC
49. Which of the following is a criticism of authentic leadership?
a. The practical model has not been validated
b. It does not fully express the need for trustworthy leadership
c. It provides broad guidelines for authentic leadership development
d. It has a moral dimension
Ans: A
Cognitive Domain: Comprehension
Answer Location: Criticisms
Question Type: MC
50. Authentic leadership
a. Has multiple models that provide clear strategies for authentic leadership development
b. Is effective in producing positive organizational outcomes
c. Contains evidence-based research that the strategies to develop authentic leadership increases
authentic leadership behaviors
d. Is something that all people have the capacity to learn, according to research findings
Ans: D
Cognitive Domain: Application
Answer Location: Application
Question Type: MC
51. The prescriptive part of authentic leadership connects the
a. Moral reasoning capacity with hope and optimism
b. Five dimensions of authentic leadership to the associated behaviors
c. Inter- and intrapersonal perspectives with the developmental perspective
d. Positive psychological capacities with intrapersonal perspectives
Ans: B
Cognitive Domain: Application
Answer Location: Summary
Question Type: MC
52. There is no single accepted definition of authentic leadership, but it can be conceptualized in
how many ways?
a. 1
b. 2
c. 3
d. 4
Ans: C
Cognitive Domain: Comprehension
Answer Location: Summary
Question Type: MC
53. A negative feature of authentic leadership is that
a. It is a process that can be learned
b. The practical approach lacks substantial research support
c. It is appealing to people looking for good leaders
d. It provides ideas for how to develop as an authentic leader
Ans: B
Cognitive Domain: Comprehension
Answer Location: Summary
Question Type: MC
54. The intrapersonal definition of authentic leadership states that leadership
a. Is not a trait but a skill that can be learned.
b. Is a transactional process between leaders and followers.
c. Allows followers to affect leaders.
d. Grows out of the life story of the leader.
Ans: D
Cognitive Domain: Comprehension
Answer Location: AL Defined
Question Type: MC
55. The developmental definition of authentic leadership states that leadership
a. Involves followers' commitment to the leader's values.
b. Involves followers' commitment to developing their own skills.
c. Grows out of the leader's self-awareness and morality.
d. Is based on the unique traits of the leader.
Ans: C
Cognitive Domain: Comprehension
Answer Location: AL Defined
Question Type: MC
56. The interpersonal definition of authentic leadership views leadership as
a. Leading from conviction.
b. Action based on the values of the leader.
c. Growing out of the personality traits of the leader.
d. Adapting to the beliefs and values of followers.
Ans: D
Cognitive Domain: Comprehension
Answer Location: AL Defined
Question Type: MC
57. Which of the following is not a component of Walumbwa and associates' review of authentic
leadership?
a. Self-awareness
b. Courage
c. Internalized moral perspective
d. Balanced processing
Ans: B
Cognitive Domain: Knowledge
Answer Location: Components of AL
Question Type: MC
58. Which of the following psychological attributes is not part of Luthans and Avolio's (2003)
model of authentic leadership?
a. Confidence
b. Humility
c. Optimism
d. Resilience
Ans: B
Cognitive Domain: Comprehension
Answer Location: Factors that influence AL
Question Type: MC
59. The early research on authentic leadership grew out of an underdeveloped area of which
branch of leadership studies?
a. The trait approach
b. The skills approach
c. Transformational leadership
d. Leader-member exchange theory
Ans: C
Cognitive Domain: Comprehension
Answer Location: Theoretical Approach
Question Type: MC
60. Which of the following scholars identified four components of authenticity, including selfawareness, balanced processing, relational transparency, and internalized moral perspective?
a. Terry
b. George
c. Walumbwa et al.
d. Luthans and Avolio
Ans: C
Cognitive Domain: Knowledge
Answer Location: Components of AL
Question Type: MC
61. Who used research from the fields of positive psychology and positive organizational
behavior to identify psychological attributes that contribute to authentic leadership?
a. Terry
b. George
c. Walumbwa et al.
d. Luthans and Avolio
Ans: D
Cognitive Domain: Knowledge
Answer Location: Factors of AL
Question Type: MC
62. Which of the following scholars argued that followers want to have an open, trusting
relationship with their leaders, and will then give them greater loyalty and commitment?
a. Terry
b. George
c. Walumbwa et al.
d. Luthans and Avolio
Ans: B
Cognitive Domain: Knowledge
Answer Location: Practical approach
Question Type: MC
63. Based on Bill George's authentic leadership approach, which of the following are not related?
a. Compassion and relationships
b. Consistency and self-discipline
c. Passion and purpose
d. Behavior and values
Ans: A
Cognitive Domain: Knowledge
Answer Location: Practical approach
Question Type: MC
64. According to George's authentic leadership approach, self-discipline
a. Is the quality that helps leaders reach their goals.
b. Gives leaders focus and determination.
c. Provides leaders the energy to carry out work in accordance with their values.
d. Is what enables a trusting relationship.
Ans: D
Cognitive Domain: Knowledge
Answer Location: Practical approach
Question Type: MC
65. Which of the following statements about authentic leadership is false?
a. Research on authentic leadership is very recent.
b. The theoretical approach is based on real-life examples.
c. There is no single accepted definition of authentic leadership.
d. Authentic leadership is prescriptive.
Ans: B
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: MC
66. According to Walumbwa and associates, which is not one of the four components of
authentic leadership?
a. Self-awareness
b. Internalized moral perspective
c. Ethical reasoning
d. Relational transparency
Ans: C
Cognitive Domain: Knowledge
Answer Location: Components of AL
Question Type: MC
67. Which of the following is not one of the four key positive psychological attributes that have
an impact on authentic leadership?
a. Gregariousness
b. Confidence
c. Resilience
d. Hope
Ans: A
Cognitive Domain: Knowledge
Answer Location: Factors of AL
Question Type: MC
68. Which of the following is a criticism of authentic leadership?
a. Authentic leadership implies that leaders are motivated by justice and community.
b. Authentic leadership provides broad guidelines for individuals who want to become authentic
leaders.
c. Everyone can develop authenticity and learn to be more authentic.
d. The concepts presented in the practical approaches are not fully substantiated.
Ans: D
Cognitive Domain: Knowledge
Answer Location: Criticisms
Question Type: MC
69. The three definitions of authentic leadership are
a. Interactional, legitimate, and interpersonal.
b. Intrapersonal, developmental, and interpersonal.
c. Sincere, devotional, and fluid.
d. Practical, intentional, and sociable.
Ans: B
Cognitive Domain: Knowledge
Answer Location: AL Defined
Question Type: MC
70. Defining authentic leadership as something that grows in people over a lifetime and can be
triggered by major life events is to define it as
a. Structural.
b. Intrapersonal.
c. Developmental.
d. Charismatic.
Ans: C
Cognitive Domain: Comprehension
Answer Location: AL Defined
Question Type: MC
71. Critical life events affect authentic leadership because
a. They influence a multitude of people.
b. They act as a catalyst for change.
c. They are a common occurrence.
d. They reinforce patterned behaviors.
Ans: B
Cognitive Domain: Knowledge
Answer Location: Factors That Influence AL
Question Type: MC
72. Stating that authentic leadership provides broad guidelines for those who wish to become
authentic leaders is
a. An overgeneralization.
b. An inaccurate statement.
c. A weakness of authentic leadership.
d. A strength of authentic leadership.
Ans: D
Cognitive Domain: Knowledge
Answer Location: Strengths
Question Type: MC
73. According to the text, which person exemplifies authentic leadership with strong moral
values and strong conscience?
a. Nelson Mandela
b. Bill Gates
c. Eleanor Roosevelt
d. Winston Churchill
Ans: A
Cognitive Domain: Comprehension
Answer Location: Practical approach
Question Type: MC
Multiple Selection
74. Which of the following are other factors that influence authentic leadership?
a. Moral reasoning
b. Positive psychological capacities
c. Resilience
d. Relational transparency
Ans: A, B
Cognitive Domain: Knowledge
Answer Location: Factors That Influence AL
Question Type: MS
75. Which of the following are positive psychological attributes of authentic leadership?
a. Hope
b. Integrity
c. Resilience
d. Self-discipline
Ans: A, C
Cognitive Domain: Knowledge
Answer Location: Factors That Influence AL
Question Type: MS
76. The positive psychological attributes are
a. Fixed parts of personality
b. Fixed skills of leaders
c. Developable behaviors
d. Developable characteristics
Ans: A, D
Cognitive Domain: Comprehension
Answer Location: Factors That Influence AL
Question Type: MS
77. Critical life events
a. Can be positive only
b. Can be positive or negative
c. Can be negative only
d. Act as catalysts for change
Ans: B, D
Cognitive Domain: Comprehension
Answer Location: Factors That Influence AL
Question Type: MS
78. Which perspective describes authentic leadership as a developmental process that forms in
leaders over time?
a. Positive psychological perspectives
b. The practical perspective
c. The theoretical perspective
d. Moral reasoning perspective
Ans: B, C
Cognitive Domain: Application
Answer Location: How Does AL Work?
Question Type: MS
79. Which theories have an explicit moral dimension?
a. Path-goal
b. Authentic
c. Servant
d. Transformational
Ans: B, C, D
Cognitive Domain: Application
Answer Location: Strengths
Question Type: MS
80. Which is not a criticism of authentic leadership?
a. The practical approach is not fully substantiated
b. Authentic leadership results in positive organizational outcomes
c. The authentic leadership questionnaire is a validated instrument
d. The moral component is not fully explained
Ans: B, C
Cognitive Domain: Comprehension
Answer Location: Strengths
Question Type: MS
True/False
81. The research on authentic leadership is well developed.
a. True
b. False
Ans: False
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: TF
82. There is no single accepted definition of authentic leadership.
a. True
b. False
Ans: True
Cognitive Domain: Knowledge
Answer Location: AL Defined
Question Type: TF
83. Self-regulation and self-concept are dimensions of the interpersonal definition of leadership.
a. True
b. False
Ans: False
Cognitive Domain: Knowledge
Answer Location: AL Defined
Question Type: TF
84. According to Walumbwa et al. (2010), when leaders are authentic, employees engage in more
organizational citizenship behaviors.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Theoretical
Question Type: TF
85. A personal trauma that leads a person to becoming an authentic leader is known as a trigger
event.
a. True
b. False
Ans: True
Cognitive Domain: Knowledge
Answer Location: Factors That Influence AL
Question Type: TF
86. The developmental perspective of authentic leadership emphasizes balanced processing and
relational transparency.
a. True
b. False
Ans: True
Cognitive Domain: Knowledge
Answer Location: Theoretical
Question Type: TF
87. According to the interpersonal perspective, the central tasks of authentic leaders are to
express strong values and consistently promote their vision for an organization.
a. True
b. False
Ans: False
Cognitive Domain: Knowledge
Answer Location: AL Defined
Question Type: TF
88. Self-discipline is a dimension of authentic leadership in George's model.
a. True
b. False
Ans: True
Cognitive Domain: Knowledge
Answer Location: Practical
Question Type: TF
89. According to George's authentic leadership model, strong relationships with followers lead to
compassion for those in need.
a. True
b. False
Ans: False
Cognitive Domain: Knowledge
Answer Location: Practical
Question Type: TF
90. The life story of the leader is an important part of developing authenticity, according to
Shamir and Elam.
a. True
b. False
Ans: True
Cognitive Domain: Knowledge
Answer Location: Practical
Question Type: TF
91. Relational transparency refers to soliciting viewpoints from those who disagree with you and
giving them fair consideration.
a. True
b. False
Ans: False
Cognitive Domain: Knowledge
Answer Location: Theoretical Model
Question Type: TF
92. Passion is the characteristic related to the dimension compassion in George’s authentic
leadership practical model.
a. True
b. False
Ans: False
Cognitive Domain: Knowledge
Answer Location: Practical
Question Type: TF
93. The research data on authentic leadership strongly supports the notion that using the
prescribed leadership behaviors increases authentic leadership outcomes.
a. True
b. False
Ans: False
Cognitive Domain: Knowledge
Answer Location: Criticisms
Question Type: TF
94. Optimism is a factor that influences authentic leadership.
a. True
b. False
Ans: True
Cognitive Domain: Knowledge
Answer Location: Theoretical
Question Type: TF
95. Moral reasoning is a factor that influences our capacity to make ethical decisions.
a. True
b. False
Ans: True
Cognitive Domain: Knowledge
Answer Location: Theoretical
Question Type: TF
96. The positive psychological capacities are well studied and proven attributes that improve
authentic leadership.
a. True
b. False
Ans: False
Cognitive Domain: Knowledge
Answer Location: Criticisms
Question Type: TF
Essay
97. If authentic leaders “understand their own values, place followers' needs above their own,
and work with followers to align their interests in order to create a greater common good,” how
is this leadership?
Ans: Self-awareness: when leader knows who he or she is inside, is stronger anchor for decisions
and actions. Internalized moral perspective: actions are consistent with leaders' expressed beliefs
and morals. Balanced processing: when leaders are open about their own perspectives but are
also objective in considering others' perspectives. Relational transparency: communicating
openly, and being real in relationships with others.
Cognitive Domain: Analysis
Answer Location: Theoretical approach
Question Type: Essay
98. Can leaders be more or less authentic? Or is authenticity like pregnancy: either you are or
aren't authentic?
Ans: A good way for students to address this question would be to compare the three different
definitions of authentic leadership (intrapersonal, developmental, and interpersonal) to develop
their argument. Intrapersonal perspective: what goes on within the leader; emphasizes a leader's
life experiences and the meaning he or she attaches to those experiences as being critical to the
development of the authentic leader. Developmental perspective: Leadership is something that
can be nurtured in a leader, rather than a fixed trait. Authentic leadership develops in people over
a lifetime and can be triggered by major life events. Interpersonal process: Authenticity emerges
from the interactions between leaders and followers.
Cognitive Domain: Analysis
Answer Location: Practical Approach
Question Type: Essay
99. Defend or refute: Authentic leadership and ethical leadership are basically the same.
Ans: In defense: authentic leadership from an intrapersonal perspective. The leader's life
experiences and the meaning he or she attaches to those experiences are critical to the
development of the authentic leader. To refute: authentic leadership from a developmental
perspective. Leadership develops in people over a lifetime.
Cognitive Domain: Analysis
Answer Location: Application
Question Type: Essay
100. How would a follower be able to identify, and perhaps identify with, a leader who is using
authentic leadership?
Ans: Answers will vary but ideally would include a description of George’s five characteristics
of authentic leaders from the practical model. This would suggest that students understand that
“identify” likely means to find characteristics of authentic leadership. Alternatively, they might
give examples of the theoretical model’s four components: self-awareness, internalized moral
perspective, balanced processing, and relational transparency.
Cognitive Domain: Analysis
Answer Location: Theoretical approach
Question Type: Essay
Multiple Choice
1. The ethical issues presented in the leadership ethics chapter
a. Provide a model of ethical leadership theory
b. Provide a guide to ethical issues in leadership situations
c. Constitute a leadership ethics theory
d. Are clear prescriptions for leading ethically
Ans: B
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
2. The study of theoretical formulations of leadership ethics
a. Has existed for centuries
b. Is described by Kohlberg
c. Is a new topic of scholarly research
d. Was started by Greek philosophers
Ans: C
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
3. What did the group of leadership scholars from the W. K. Kellogg Foundation examine?
a. How leadership theory and practice could be used to build a more just society
b. How leadership ethical theory correlates with virtuousness
c. How moral dilemmas are different from ethical temptations
d. How ethical dilemmas are different from moral temptations
Ans: A
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
4. The set of rules or principles that guides us in making decisions about right or wrong is called
a. Moral theory
b. Ethical dilemmas
c. Ethical decision-making process
d. Ethical theory
Ans: D
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
5. Which scholar described how people think about moral issues in terms of stages of
development?
a.Heifetz
b. Kohlberg
c. Plato
d.Crain
Ans: B
Cognitive Domain: Knowledge
Answer Location: Ethics Defined
Question Type: MC
6. In which level of moral development is an individual who judges morality actions by their
direct consequences?
a. Pre-conventional morality
b. Conventional morality
c. Post-conventional morality
d. Universal morality
Ans: A
Cognitive Domain: Comprehension
Answer Location: Ethics Defined
Question Type: MC
7. How many stages are there in the conventional morality level of Kohlberg’s Stages of Moral
Development?
a. 1
b. 2
c. 3
d. 6
Ans: B
Cognitive Domain: Knowledge
Answer Location: Ethics Defined
Question Type: MC
8. I make a moral decision based on whether or not I will be punished. I am at what stage of
moral development?
a. Stage 1
b. Stage 2
c. Stage 3
d. Stage 4
Ans: A
Cognitive Domain: Knowledge
Answer Location: Level 1
Question Type: MC
9. I want to do what is best for myself, and I am willing to bargain with others for favors that I
offer to provide in return in the future. I am at what stage of moral development?
a. Obedience and punishment stage
b. Conventional morality stage
c. Interpersonal accord and conformity stage
d. Individualism and exchange stage
Ans: D
Cognitive Domain: Comprehension
Answer Location: Level 1
Question Type: MC
10. Group norms affect my moral decisions because I want to be seen as “good.” I am at what
stage of moral development?
a. Social contract and individual rights stage
b. Stage 1
c. Interpersonal accord and conformity stage
d. Stage 3
Ans: C
Cognitive Domain: Comprehension
Answer Location: Level 2
Question Type: MC
11. I adhere to the laws and rules of the organizational community at work. I make decisions
based on my concern for the society and our organization as a whole. I am at what stage of moral
development?
a. Stage 1
b. Stage 2
c. Stage 3
d. Stage 4
Ans: D
Cognitive Domain: Comprehension
Answer Location: Level 2
Question Type: MC
12. I make moral decisions based on my views of what a good society should be like. This good
society means I support the values of society like fair procedures for changing laws while
recognizing that groups differ and we should agree on these laws. Which stages are in the postconventional level?
a. Maintaining the social order
b. Interpersonal accord and conformity
c. Social contract and individual rights
d. Individualism and exchange
Ans: C
Cognitive Domain: Application
Answer Location: Level 3
Question Type: MC
13. Kohlberg’s Model of Moral Development has been criticized for
a. Focusing exclusively on individualistic viewpoints of moral development
b. Focusing on moral development, which is not ethical development
c. The non-inclusive subject sample used in developing the model
d. The authoritative nature of the stages
Ans: C
Cognitive Domain: Application
Answer Location: Ethics Defined
Question Type: MC
14. Which level of Kohlberg’s Model of Moral Development demonstrates reasoning based on
conscience and creating a just society.
a. Level 1
b. Level 2
c. Level 3
d. Level 4
Ans: C
Cognitive Domain: Comprehension
Answer Location: Level 3
Question Type: MC
15. When studying ethics and leadership, ethical theories fall into which two broad domains?
a. Conduct and behavior
b. Behavior and traits
c. Character and conduct
d. Character and traits
Ans: C
Cognitive Domain: Comprehension
Answer Location: Ethical Theories
Question Type: MC
16. Character is described as an ethical theory domain that
a. Includes ethical egoism
b. Is focused on virtue
c. Emphasizes what people do
d. Is a teleological theory
Ans: B
Cognitive Domain: Comprehension
Answer Location: Ethical Theories
Question Type: MC
17. Which conduct domain ethical theory is related to transactional leadership theories?
a. Virtue-based
b. Utilitarianism
c. Altruism
d. Ethical egoism
Ans: D
Cognitive Domain: Application
Answer Location: Ethical Theories
Question Type: MC
18. My health care insurance company puts small co-payment fees on drugs that many people
use and much higher fees for experimental drugs that only rarely are needed by individuals on
our health care insurance plan. My company is applying which ethical theory?
a. Ethical egoism
b. Deontological theory
c. Virtue-based theory
d. Utilitarianism
Ans: D
Cognitive Domain: Application
Answer Location: Ethical Theories
Question Type: MC
19. I base my corporate decisions on what creates the greatest good for the greatest number of
people. I am applying which ethical theory?
a. Utilitarianism
b. Duty-based theory
c. Virtue-based theory
d. Ethical egoism
Ans: A
Cognitive Domain: Comprehension
Answer Location: Ethical Theories
Question Type: MC
20. When I approach decisions and take action based on what is in the best interest of others, I
am applying which ethical theory?
a. Utilitarianism
b. Altruism
c. Virtue-based theory
d. Ethical egoism
Ans: B
Cognitive Domain: Comprehension
Answer Location: Ethical Theories
Question Type: MC
21. The teleological ethical theories are grouped together because “what is right?” is answered by
looking at
a. Character
b. Rules
c. Duty
d. Outcomes
Ans: D
Cognitive Domain: Comprehension
Answer Location: Ethical Theories
Question Type: MC
22. I consistently tell the truth and am fair with my employees. Furthermore, I feel a strong
moral obligation to make decisions that do not infringe on the rights of my staff. I am applying
the concepts of which ethical theory?
a. Deontological
b. Teleological
c. Altruism
d. Virtue-based
Ans: A
Cognitive Domain: Comprehension
Answer Location: Ethical Theories
Question Type: MC
23. Which group of ethical theories focuses on who the leaders are as people?
a. Deontological
b. Teleological
c. Altruism
d. Virtue-based
Ans: D
Cognitive Domain: Comprehension
Answer Location: Ethical Theories
Question Type: MC
24. Ethics is central to leadership because of
a. The goals dimension of leadership in which the leader decides group goals
b. The nature of leadership being leader centered
c. The egoism necessary in leaders to make moral decisions
d. The influence dimension of leadership which has an impact on the lives of followers
Ans: D
Cognitive Domain: Comprehension
Answer Location: Centrality of Ethics to Leadership
Question Type: MC
25. Heifetz’s perspective on ethical leadership is
a. Values-based
b. Duty-based
c. Charisma-based
d. Philosophy-based
Ans: A
Cognitive Domain: Comprehension
Answer Location: Heifetz Perspective on Ethical Leadership
Question Type: MC
26. The Heifetz perspective of ethical leadership suggests that it is up to the leader to provide a
trusting, empathic “holding environment” for followers to feel safe while confronting difficult
problems. This concept is also part of which leadership theory?
a. Leader-member exchange
b. Path-goal
c. Adaptive
d. Servant
Ans: C
Cognitive Domain: Application
Answer Location: Heifetz Perspective on Ethical Leadership
Question Type: MC
27. Burn’s perspective on ethical leadership stems from his work in which other theory?
a. Leader-member exchange
b. Transformational
c. Adaptive
d. Servant
Ans: B
Cognitive Domain: Application
Answer Location: Burn’s Perspective on Ethical Leadership
Question Type: MC
28. The “dark side” of leadership presented in the ethics chapter of the text is closely related to
which component of transformational leadership?
a. Transactional
b. Individualized consideration
c. Pseudotransformational
d. Management by exception-passive
Ans: C
Cognitive Domain: Comprehension
Answer Location: The Dark Side of Leadership
Question Type: MC
29. Schyns and Schilling found destructive leadership is strongly correlated to
a. Followers behaviors becoming toxic
b. Collaborative teams being unproductive
c. Other leaders in the organization developing toxic behaviors
d. Negative follower attitudes toward their jobs and organizations
Ans: D
Cognitive Domain: Comprehension
Answer Location: The Dark Side of Leadership
Question Type: MC
30. The toxic triangle by Padilla et al. describes the interrelationships between
a. Destructive leaders, susceptible followers, and conducive environments
b. Destructive leaders, conforming followers, and stable environments
c. Conforming leaders, destructive followers, and unstable environments
d. Colluding followers, destructive leaders, and stable environments
Ans: A
Cognitive Domain: Comprehension
Answer Location: The Dark Side of Leadership
Question Type: MC
31. I am smart to use my natural appeal on my followers so that I advance my personal agenda. I
would be considered
a. A collaborative leader
b. An ethical altruistic leader
c. A destructive leader
d. A utilitarian leader
Ans: C
Cognitive Domain: Application
Answer Location: The Dark Side of Leadership
Question Type: MC
32. Destructive leadership thrives in environments that are
a. Stable
b. Ethical
c. Utilitarian
d. Collectivist
Ans: D
Cognitive Domain: Comprehension
Answer Location: The Dark Side of Leadership
Question Type: MC
33. Which of the following is not a principle of ethical leadership?
a. Service
b. Sociability
c. Justice
d. Community
Ans: B
Cognitive Domain: Knowledge
Answer Location: Principles of Ethical Leadership
Question Type: MC
34. Which ethical leadership principle is described as being the leaders’ duty to treat others as
ends in themselves and never as means to an end?
a. Serves others
b. Builds community
c. Shows justice
d. Respects others
Ans: D
Cognitive Domain: Knowledge
Answer Location: Ethical Leaders Respect Others
Question Type: MC
35. Which ethical leadership principle is a clear example of altruism?
a. Serves others
b. Builds community
c. Shows justice
d. Respects others
Ans: A
Cognitive Domain: Knowledge
Answer Location: Ethical Leaders Serves Others
Question Type: MC
36. In which ethical leadership principle does the leader place issues of fairness at the center of
their decision making?
a. Manifests honesty
b. Builds community
c. Shows justice
d. Respects others
Ans: C
Cognitive Domain: Knowledge
Answer Location: Ethical Leaders Show Justice
Question Type: MC
37. Which ethical leadership principle is about telling the truth and being open with others to
represent reality as fully and completely as possible?
a. Serves others
b. Manifests honesty
c. Shows justice
d. Respects others
Ans: B
Cognitive Domain: Knowledge
Answer Location: Ethical Leaders Are Honest
Question Type: MC
38. Having a common goal that both the leader and followers agree on is central to which ethical
leadership principle?
a. Serves others
b. Builds community
c. Shows justice
d. Respects others
Ans: B
Cognitive Domain: Knowledge
Answer Location: Ethical Leaders Build Community
Question Type: MC
39. As a leader, I listen closely to my followers’ beliefs, values, and attitudes and allow them to
use their creativity as I nurture their work. I am using which ethical leadership principle?
a. Respects others
b. Builds community
c. Shows justice
d. Manifests honesty
Ans: A
Cognitive Domain: Comprehension
Answer Location: Ethical Leaders Respect Others
Question Type: MC
40. My followers are foremost in the plans I make for our team. I am often seen mentoring my
followers and using citizenship behaviors that benefit all of my followers. I am using which
ethical leadership principle?
a. Respects others
b. Serve others
c. Shows justice
d. Builds community
Ans: B
Cognitive Domain: Comprehension
Answer Location: Ethical Leaders Serve Others
Question Type: MC
41. Which ethical leadership principle resembles the main focus of the servant leadership
approach?
a. Respects others
b. Builds community
c. Serves others
d. Manifests honesty
Ans: C
Cognitive Domain: Comprehension
Answer Location: Ethical Leaders Serve Others
Question Type: MC
42. One of my employees works harder and logs more overtime and consistently works
weekends when needed compared with any of the other staff in our department. If I choose to
promote her instead of her coworkers based on her hard work, I am using which principle of
distributive justice?
a. According to individual need
b. According to societal contribution
c. According to personal rights
d. According to individual effort
Ans: D
Cognitive Domain: Comprehension
Answer Location: Ethical Leaders are Just
Question Type: MC
43. People want to view their leaders as ethical, fair, and just, especially with the public failing of
high-level leaders in the past decade. This is
a. A criticism of ethical leadership
b. A strength of ethical leadership
c. A failure of ethical leadership
d. An unreasonable public view
Ans: B
Cognitive Domain: Comprehension
Answer Location: Strengths
Question Type: MC
44. Which of the following is a criticism of ethical leadership?
a. It contains research on a topic that is timely in the public’s eye
b. It is unreasonable to expect high levels of ethics in our leaders
c. There is substantial recent research on ethics and leadership
d. The ethics and leadership writings come from only a few scholars
Ans: D
Cognitive Domain: Comprehension
Answer Location: Criticisms
Question Type: MC
45. Ethical leadership involves influence that is central to the leadership process. This means
a. The ethics of the leader are the ethics of followers
b. The process of leadership happens in a one-way environment
c. Ethical organizations can maintain good outcomes with a few unethical leaders
d. Leaders have enormous ethical responsibility for how they affect others
Ans: D
Cognitive Domain: Comprehension
Answer Location: Summary
Question Type: MC
46. Teleological theories include all of the following except
a. Ethical egoism
b. Utilitarianism
c. Altruism
d. Ethical egalitarianism
Ans: D
Cognitive Domain: Knowledge
Answer Location: Ethical Theories
Question Type: MC
47. Greenleaf 's theory of servant leadership
a. Says leaders should be concerned with society's “have-nots.”
b. Was based on studies of university professors and students.
c. Requires a strict delineation of servant-leader roles.
d. Was influenced by the writings of Ronald Heifetz.
Ans: A
Cognitive Domain: Comprehension
Answer Location: Ethical leaders serve others
Question Type: MC
48. A leader's respect for others is not shown by
a. Listening closely to subordinates.
B Being empathic.
c. Being tolerant of opposing points of view.
d. Being apathetic.
Ans: D
Cognitive Domain: Comprehension
Answer Location: Ethical leaders respect others
Question Type: MC
49. Altruistic service cannot be observed in
a. Mentoring.
b. Conceit.
c. Empowering.
d. Team building.
Ans: D
Cognitive Domain: Comprehension
Answer Location: Ethical theories
Question Type: MC
50. Burns contends all of the following except
a. Leadership has a moral dimension.
b. Leaders should put their values ahead of their followers to reach goals.
c. Leaders should move followers to a higher level of morality.
d. Leaders should be involved in followers' personal struggles with conflicting issues.
Ans: D
Cognitive Domain: Knowledge
Answer Location: Burns Perspective
Question Type: MC
51. Ethical theories fall within two broad domains:
a. Consequences and duty
b. Ethical and unethical
c. Conduct and character
d. Duty based and virtue based
Ans: C
Cognitive Domain: Knowledge
Answer Location: Ethical theories
Question Type: MC
52. Utilitarianism is concerned with
a. Showing concern for the best interests of others.
b. Creating the greatest good for the greatest number.
c. Creating the greatest good for the leader.
d. Showing concern for the leader only.
Ans: B
Cognitive Domain: Comprehension
Answer Location: Ethical theories
Question Type: MC
53. Virtue-based theories
a. Focus on the actions of the leader.
b. Are about the leader's character.
c. Are duty driven.
d. Focus on consequences of the leader's actions.
Ans: B
Cognitive Domain: Comprehension
Answer Location: Ethical theories
Question Type: MC
54. The five principles of ethical leadership include all of the following except
a. Respects others.
b. Manifests honesty.
c. Acts courageously.
d. Shows justice.
Ans: C
Cognitive Domain: Knowledge
Answer Location: Principles Ethical Leadership
Question Type: MC
55. Ethics
a. Focuses on the virtuousness of individuals and their motives.
b. Is a derivative of the Greek word pathos.
c. Is primarily concerned with an organization's goals.
d. Is a derivative of the Greek word logos.
Ans: A
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
56. Which of the following is not a reason why ethics is central to leadership?
a. The process of influence.
b. The impact leaders have on establishing the organization's values.
c. The need to engage followers to accomplish mutual goals.
d. The existence of bottom-up communication.
Ans: D
Cognitive Domain: Comprehension
Answer Location: Centrality of Ethics
Question Type: MC
57. All of the following are ways ethical leaders build community except by
a. Searching for goals that are compatible with everyone.
b. Being attentive to cultural values.
c. Keeping social collectives exclusive.
d. Establishing higher and broader moral purposes.
Ans: C
Cognitive Domain: Comprehension
Answer Location: Ethical leaders build community
Question Type: MC
58. Giving an employee a merit-based pay raise is an example of
a. Respect.
b. Service.
c. Distributive justice.
d. Altruism.
Ans: C
Cognitive Domain: Comprehension
Answer Location: Ethical Leaders are Just
Question Type: MC
59. Ethic theories that are driven from the viewpoint of the leader's character are called
a. Teleological theories
b. Virtue-based theories
c. Deontological theories
d.Utilitarianism theories
Ans: B
Cognitive Domain: Knowledge
Answer Location: Ethical theories
Question Type: MC
60. The Greek term meaning “excellence” that is associated with ethics theories is
a. Mechane.
b. Apathea.
c. Pathos.
d. Aretaic.
Ans: D
Cognitive Domain: Knowledge
Answer Location: Ethics defined
Question Type: MC
61. The ethics theory that is low in self-interest and high in concern for others is
a. Utilitarianism.
b. Altruism.
c. Apathea.
d. Ethical egoism.
Ans: B
Cognitive Domain: Comprehension
Answer Location: Ethical theories
Question Type: MC
62. This scholar holds that it is the leader's role to raise followers to a higher level of morality.
a. Burns
b. Heifetz
c. Greenleaf
d. Mathews
Ans: A
Cognitive Domain: Comprehension
Answer Location: Burns Perspective
Question Type: MC
63. His ethical perspective speaks directly to values of workers and values of organizations.
a. Burns
b. Heifetz
c. Greenleaf
d. Mathews
Ans: B
Cognitive Domain: Comprehension
Answer Location: Heifetz Perspective
Question Type: MC
64. His perspective has strong altruistic ethical overtones and was discussed in the servant
leadership chapter.
a. Heifetz
b. Burns
c. Greenleaf
d. Mathews
Ans: C
Cognitive Domain: Comprehension
Answer Location: Burns Perspective
Question Type: MC
65. Andy owns Islander Surfboard Inc. In the past, Andy has always given his employees
bonuses during the holidays if they reached certain sales goals. This year, even though the
company is thriving, he decided to cut bonuses from employees and award them to himself
instead. What ethical theory of leadership is Andy following?
a. Altruism
b. Ethical egoism
c. Utilitarianism
d. None. This is an unethical decision.
Ans: D
Cognitive Domain: Application
Answer Location: Ethical Theories
Question Type: MC
66. The ethics theory that is high in self-interest and low in concern for others is
a. Utilitarianism.
b. Apathea.
c. Ethical egoism.
d. Altruism.
Ans: C
Cognitive Domain: Knowledge
Answer Location: Ethical Theories
Question Type: MC
67. Which of the following is not listed as a principle of distributive justice?
a. According to merit or performance
b. According to individual effort
c. An equal share or opportunity
d. According to personal commitment
Ans: D
Cognitive Domain: Comprehension
Answer Location: Ethical Leaders are Just
Question Type: MC
68. A leader that takes a political stand on an issue for no other reason than to get re-elected is
using which ethical theory?
a. Ethical egoism
b. Utilitarianism
c. Altruism
d. Collectivism
Ans: A
Cognitive Domain: Knowledge
Answer Location: Ethical Leaders Serve Others
Question Type: MC
69. Virtue-based ethical theories
a. Focus on the actions of leaders
b. Are about the leader’s character
c. Are duty driven
d. Focus on the consequences of leader actions
Ans: B
Cognitive Domain: Comprehension
Answer Location: Ethical theories
Question Type: MC
70. The five principles of ethical leadership can be traced back to
a. King George III
b. Aristotle
c. Magella.
d. Christopher Columbus
Ans: B
Cognitive Domain: Knowledge
Answer Location: Principles of Ethical Leadership
Question Type: MC
Multiple Selection
71. Which of the following are strengths of leadership ethics?
a. It is timely, providing research when we need it most
b. Ethical research is not part of leadership research
c. Ethics is central to the leadership process
d. It does not have strong research support
Ans: A, C
Cognitive Domain: Comprehension
Answer Location: Strengths
Question Type: MC
72. Ethics is concerned with
a. Character flaws in individuals
b. Characteristics of society that are flawed
c. Values and morals that individuals find desirable
d. Values and morals that society finds desirable
Ans: C, D
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MS
73. At the post-conventional morality level, individuals have developed their own sets of
personal ethics and morals that guide their behavior. Which stages are in the post-conventional
level?
a. Maintaining the social order
b. Interpersonal accord and conformity
c. Social contract and individual rights
d. Universal principles
Ans: C, D
Cognitive Domain: Application
Answer Location: Level 3
Question Type: MS
74. Which of the following are conduct domain theories?
a. Utilitarianism
b. Duty-based
c. Virtue-based
d. Altruism
Ans: A, B, D
Cognitive Domain: Comprehension
Answer Location: Ethical Theories
Question Type: MS
75. Weighing the consequences of leaders’ actions is the focus of which ethical theories?
a. Altruism
b. Deontological
c. Ethical egoism
d. Virtue-based
Ans: A, C
Cognitive Domain: Comprehension
Answer Location: Ethical Theories
Question Type: MS
76. In the deontological ethical theories, determining if any given action is ethical is based on
a. The consequences of the action
b. The value of the leader’s character
c. Whether the action itself is good
d. The effort put into determining appropriate action
Ans: A, C
Cognitive Domain: Comprehension
Answer Location: Ethical Theories
Question Type: MS
77. Which of the following are ethical and moral virtues that leaders and managers should
develop according to Velasquez?
a. Integrity
b. Humility
c. Egoism
d. Social judgment
Ans: A, B
Cognitive Domain: Comprehension
Answer Location: Ethical Theories
Question Type: MS
78. Toxic leaders use destructive behaviors that use leadership for one’s personal gain. These
behaviors include
a. Leaving followers worse off than they found them
b. Struggling to solve conflicting values
c. Attempting to bribe followers
d. Violating the basic human rights of others
Ans: A, D
Cognitive Domain: Comprehension
Answer Location: The Dark Side of Leadership
Question Type: MS
79. In the toxic triangle, the followers are
a. Conformers
b. Colluders
c. Constructivists
d. Conscientious
Ans: A, B
Cognitive Domain: Comprehension
Answer Location: The Dark Side of Leadership
Question Type: MS
80. Ethical leadership
a. Is a topic of many training and development programs
b. Can be applied at all levels of organizations
c. Is leadership that involves values
d. Provides prescriptions for how to develop ethical leadership
Ans: B, C
Cognitive Domain: Comprehension
Answer Location: Application
Question Type: MS
True/False
81. Concern about the ethics of leaders is a relatively recent phenomenon.
a. True
b. False
Ans: False
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: TF
82. Ethical theory provides a system of rules or principles that guide us in making decisions
about what is right or wrong.
a. True
b. False
Ans: True
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: TF
83. Conduct and character are the two domains of ethical theory.
a. True
b. False
Ans: True
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: TF
84. Deontological theory focuses primarily on the consequences (ends or purposes) of an
individual's actions.
a. True
b. False
Ans: False
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: TF
85. The theory of virtue-based ethics suggests that practicing good values leads to increased
virtuousness.
a. True
b. False
Ans: True
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: TF
86. The ethics of leaders have little impact on the ethical climate of their organizations.
a. True
b. False
Ans: False
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: TF
87. Heifetz uses the term holding environment to mean one with trust, nurturance, and empathy.
a. True
b. False
Ans: True
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: TF
88. Transformational leadership's view of ethics is really the same as that of the other approaches
to leadership.
a. True
b. False
Ans: False
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: TF
89. A servant leader should strive to remove inequalities and social injustices.
a. True
b. False
Ans: True
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: TF
90. Heifetz and Burns suggest that an ethic of caring is important in organizations.
a. True
b. False
Ans: True
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: TF
91. Virtue-based theories of ethics focus on the conduct of leaders rather than who they are as
people.
a. True
b. False
Ans: False
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: TF
92. Heifetz and Burns believe that the leader-follower relationship is central to ethical leadership.
a. True
b. False
Ans: True
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: TF
93. The two major domains of ethical theory are conduct and character.
a. True
b. False
Ans: True
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: TF
94. The influence dimension of leadership places an enormous ethical burden on leaders.
a. True
b. False
Ans: True
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: TF
95. Ethical egoism is concerned with doing the greatest good for the greatest number.
a. True
b. False
Ans: False
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: TF
96. An altruistic leader acts so as to create the greatest good for herself or himself.
a. True
b. False
Ans: False
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: TF
97. The construct of servant leadership can be summarized as an altruistic calling.
a. True
b. False
Ans: True
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: TF
Essay
98. While ethical behavior is important for everyone in an organization, why is it especially
important for leaders?
Ans: Leaders are asking people to change, which involves effort and risk. Leaders have a greater
opportunity to influence others, which comes from both position and power. They mobilize and
direct people to accomplish mutual goals. Leaders’ decisions and behaviors affect organizational
values, so the stakes of their decisions and behaviors are high.
Cognitive Domain: Analysis
Answer Location: Centrality of Ethics to Leadership
Question Type: Essay
99. What is the ethic of caring (Gilligan, 1982)?
Ans: Personal relationships should be the beginning point of ethics. From a caring perspective, a
leader’s actions are morally correct if the leader expresses care in protecting the people with
whom the leader has special relationships. In the past 20 years, the caring principle has become
one of the predominant moral principles of scholars.
Cognitive Domain: Analysis
Answer Location: Ethical Leaders Build Community
Question Type: Essay
100. Describe some of the measures used to define servant leadership. How does servant
leadership apply to you at this stage in your life?
Ans: Altruistic ethical overtones—leaders should be attentive to the concerns of their followers.
Includes social responsibility to be concerned with the “have-nots” and striving to remove
inequalities and social injustices.
Cognitive Domain: Analysis
Answer Location: Ethical Leaders Serves Others
Question Type: Essay
101. Compare and contrast the ethical leadership perspectives of Burns and Heifetz.
Ans: Burns: Emphasis was first seen in transformational leadership in which values, morals, and
needs of followers are foremost to the leader. Both Burns and Heifetz argue the importance of
leaders engaging themselves with followers and helping them in their personal struggles
regarding conflicting values. Heifetz: Emphasis on ethics is in helping followers confront
conflict. This is seen in the adaptive leadership theory first and is applied to ethics in that it is the
leader’s responsibility to use authority appropriately.
Cognitive Domain: Analysis
Answer Location: Burns/Heifetz Perspective on Ethical Leadership
Question Type: MC
102. Northouse writes, “In any decision-making situation, ethical issues are either implicitly or
explicitly involved.” Give an example of a leadership decision that has explicit and implicit
ethical dimensions.
Ans: Answers will vary. Implicit ethical dimensions may contain answers about values and
morality and how leader values and actions must be congruent and consistent with values and
morals of the organization. Explicit answers will likely describe the five ethical principles or the
domains of ethical theories with appropriately described examples.
Cognitive Domain: Analysis
Answer Location: Ethics Defined
Question Type: Essay
Multiple Choice
1. Which of the components on Blake & Mouton’s Leadership Grid has low concern for
interpersonal relationships and high concern for task accomplishment?
a. Authority compliance
b. Country club
c. Impoverished
d. Middle of the road
e. Team
Ans: A
Cognitive Domain: Comprehension
Answer Location: Blake & Mouton Leadership Grid
Question Type: MC
2. Which of the components on Blake & Mouton’s Leadership Grid has high concern for
interpersonal relationships and low concern for task accomplishment?
a. Authority compliance
b. Country club
c. Impoverished
d. Middle of the road
e. Team
Ans: B
Cognitive Domain: Comprehension
Answer Location: Blake & Mouton Leadership Grid
Question Type: MC
3. I am the lead barista at a local coffee shop managing four staff. I love to chat with them
regularly, work with them on schedules that fit their needs, and work to develop camaraderie
amongst all. I do assign tasks and hold them accountable for the work, but that is my secondary
concern. My behavior would plot on the Blake & Mouton Leadership Grid at what point?
a. 8, 3
b. 1, 9
c. 9, 9
d. 3, 8
e. 3, 3
Ans: D
Cognitive Domain: Analysis
Answer Location: Blake & Mouton Leadership Grid
Question Type: MC
4. I am the lead barista at a local coffee shop managing four staff. I assign tasks each work shift
and check back regularly to see that work has been done. I do not spend much time talking with
my staff about things other than getting the job done. My behavior would plot on the Blake &
Mouton Leadership Grid at what point?
a. 8, 3
b. 1, 9
c. 9, 9
d. 3, 8
e. 9, 1
Ans: E
Cognitive Domain: Analysis
Answer Location: Blake & Mouton Leadership Grid
Question Type: MC
5. I am the lead barista at a local coffee shop managing four staff. I chat often with the staff and
enjoy joking with them but only after I have assigned the tasks and they have accomplished
them. My behavior would plot on the Blake & Mouton Leadership Grid at what point?
a. 3, 3
b. 1, 9
c. 5, 5
d. 3, 8
e. 9, 1
Ans: C
Cognitive Domain: Analysis
Answer Location: Blake & Mouton Leadership Grid
Question Type: MC
6. I am the lead barista at a local coffee shop managing four staff. I love to chat with them
regularly, work with them on schedules that fit their needs, and work to develop camaraderie
amongst all. I do assign tasks and hold them accountable for the work, but that is my secondary
concern. My behavior would plot on the Blake & Mouton Leadership Grid at what point?
a. Moderately high task; moderately low relationship
b. Very low task; very high relationship
c. Very high task; very high relationship
d. Moderately low task; moderately high relationship
e. Moderately low task; moderately low relationship
Ans: D
Cognitive Domain: Analysis
Answer Location: Blake & Mouton Leadership Grid
Question Type: MC
7. I am the lead barista at a local coffee shop managing four staff. I assign tasks each work shift
and check back regularly to see that work has been done. I do not spend much time talking with
my staff about things other than getting the job done. My behavior would plot on the Blake &
Mouton Leadership Grid at what point?
a. Moderately high task; moderately low relationship
b. Very low task; very high relationship
c. Very high task; very high relationship
d. Moderately low task; moderately high relationship
e. Very high task; very low relationship
Ans: E
Cognitive Domain: Analysis
Answer Location: Blake & Mouton Leadership Grid
Question Type: MC
8. A leader who makes sure the personal and social needs of followers are met is displaying
a. Country club behaviors
b. Authority compliance behaviors
c. Middle-of-the-road behaviors
d. Team behaviors
e. Impoverished behaviors
Ans: A
Cognitive Domain: Comprehension
Answer Location: Blake & Mouton Leadership Grid
Question Type: MC
9. A leader who places high emphasis on job requirements and low emphasis on people is
displaying
a. Country club behaviors
b. Authority compliance behaviors
c. Middle-of-the-road behaviors
d. Team behaviors
e. Impoverished behaviors
Ans: B
Cognitive Domain: Comprehension
Answer Location: Blake & Mouton Leadership Grid
Question Type: MC
10. A leader who is indifferent and apathetic is displaying
a. Country club behaviors
b. Authority compliance behaviors
c. Middle-of-the road behaviors
d. Team behaviors
e. Impoverished behaviors
Ans: E
Cognitive Domain: Comprehension
Answer Location: Blake & Mouton Leadership Grid
Question Type: MC
11. A leader who has intermediate concern for both tasks and relationships is displaying
a. Country club behaviors
b. Authority compliance behaviors
c. Middle-of-the-road behaviors
d. Team behaviors
e. Impoverished behaviors
Ans: E
Cognitive Domain: Comprehension
Answer Location: Blake & Mouton Leadership Grid
Question Type: MC
12. A leader who compromises and avoids conflict around both task and relationship interactions
is displaying
a. Country club behaviors
b. Authority compliance behaviors
c. Middle-of-the-road behaviors
d. Team behaviors
e. Impoverished behaviors
Ans: C
Cognitive Domain: Comprehension
Answer Location: Blake & Mouton Leadership Grid
Question Type: MC
13. A leader who makes priorities clear, stimulates participation, is open minded and enjoys
working is displaying
a. Country club behaviors
b. Authority compliance behaviors
c. Middle-of-the-road behaviors
d. Team behaviors
e. Impoverished behaviors
Ans: D
Cognitive Domain: Comprehension
Answer Location: Blake & Mouton Leadership Grid
Question Type: MC
14. Which point on the Leadership Grid is proven to consistently be the best form of leadership?
a. Authority compliance
b. Country club
c. There is no best style
d. Middle-of-the-road
e. Team behaviors
Ans: C
Cognitive Domain: Application
Answer Location: Blake & Mouton Leadership Grid
Question Type: MC
15. Relationship behaviors
a. Facilitate goal accomplishment
b. Focus on personal advantage for the leader
c. Help group members feel comfortable with one another
d. Provide structure
Ans: C
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
16. Which study analyzed questionnaires taken by followers as they described their leader
behaviors?
a. Ohio State studies
b. Michigan studies
c. Blake and Mouton
d. Stogdill and Zacaro
Ans: A
Cognitive Domain: Comprehension
Answer Location: The Ohio State Studies
Question Type: MC
17. The University of Michigan studies explored how leadership functioned in
a. Organizations
b. Follower interactions
c. Dyadic relationships
d. Small groups
e. Political environments
Ans: D
Cognitive Domain: Comprehension
Answer Location: Michigan Studies
Question Type: MC
18. Which research group labeled task behaviors “initiating structure”?
a. Ohio State studies
b. Michigan studies
c. Blake and Mouton
d. Stogdill and Zacaro
Ans: A
Cognitive Domain: Knowledge
Answer Location: The Ohio State Studies
Question Type: MC
19. Which study resulted in viewing task and relationship behaviors on two intersecting axes?
a. Ohio State studies
b. Michigan studies
c. Blake and Mouton
d. Stogdill and Zacaro
Ans: C
Cognitive Domain: Knowledge
Answer Location: Blake and Mouton
Question Type: MC
20. Jamal enjoys interacting with the team members he supervises. He is employing
a. Task behaviors
b. Process behaviors
c. Directing behaviors
d. Relationship behaviors
Ans: D
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
21. Larry dislikes giving instructions to employees. He is uncomfortable with
a. Task behaviors
b. Process behaviors
c. Directing behaviors
d. Relationship behaviors
Ans: A, D
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
22. Which of the following is not a task-focused leader behavior?
a. Initiating structure
b. Production orientation
c. Consideration
d. Facilitating goal accomplishment
Ans: C
Cognitive Domain: Comprehension
Answer Location: Description; Application
Question Type: MC
23. Which of the following is not a relationship-focused leader behavior?
a. Nurturing followers
b. Employee orientation
c. Consideration
d. Initiating structure
Ans: D
Cognitive Domain: Comprehension
Answer Location: How Does the Approach Work?
Question Type: MC
24. The behavioral approach works by
a. Telling leaders how to behave
b. Finding the 9, 9 style is the best style
c. Describing major components of leader behaviors
d. Emphasis on task behaviors
Ans: C
Cognitive Domain: Comprehension
Answer Location: How Does the Approach Work?
Question Type: MC
25. The behavioral approach explains
a. Who leaders are
b. What competencies leaders possess
c. Adjusting behavioral styles to fit employee needs
d. Describing leader behaviors
Ans: D
Cognitive Domain: Comprehension
Answer Location: Summary
Question Type: MC
26. Your boss listens to employees’ personal problems and tries to create a positive work
environment by being agreeable, eager to help, comforting, and uncontroversial. This is an
example of
a. Authority compliance leadership
b. Team leadership
c. Country club leadership
d. Middle of the road leadership
e. Impoverished leadership
Ans: C
Cognitive Domain: Comprehension
Answer Location: Blake and Mouton
Question Type: MC
27. Your boss tries to create a positive work environment while also instructing employees about
what tasks to do and when they should be completed. This is an example of
a. Authority compliance leadership
b. Team leadership
c. Country club leadership
d. Middle-of-the road leadership
e. Impoverished leadership
Ans: D
Cognitive Domain: Comprehension
Answer Location: Blake and Mouton
Question Type: MC
28. Paternalism/maternalism refers to a leader who
a. Is a benevolent dictator
b. Is focused on selfish needs
c. Is noncommittal
d. Integrates task and relationship behaviors
Ans: A
Cognitive Domain: Comprehension
Answer Location: Blake and Mouton
Question Type: MC
29. Which scholar(s) created the Leadership Grid?
a. Stogdill
b. Blake and Mouton
c. French and Raven
d. Ohio State University researchers
Ans: B
Cognitive Domain: Knowledge
Answer Location: Blake and Mouton
Question Type: MC
30. Jim is a manager of a restaurant. He is very concerned with efficiency and making
employees happy.
a. Jim is a compromiser.
b. Jim is a country club manager.
c. Jim is a high-high style leader.
d. Jim is low in initiating structure and high in consideration.
e. Jim is an impoverished leader.
Ans: C
Cognitive Domain: Comprehension
Answer Location: Blake and Mouton
Question Type: MC
31. Sara is criticized for shifting her management style too much and is known as a leader who
watches out for herself. She is a
a. 1, 9 leader
b. 9, 1 leader
c. Opportunistic leader
d. Paternalistic leader
Ans: C
Cognitive Domain: Comprehension
Answer Location: Opportunism
Question Type: MC
32. Which leadership style, according to Blake and Mouton, includes rewards and approval for
people in return for their loyalty and obedience?
a. Middle-of-the-road
b. Opportunism
c. Paternalism/maternalism
d. Authority compliance
e. None of the above
Ans: C
Cognitive Domain: Comprehension
Answer Location: Paternalism/Maternalism
Question Type: MC
33. Which of the following behaviors is not associated with the opportunistic leadership style?
a. The leader shifts his or her style to gain personal advantage.
b. The leader may be perceived as ruthless and cunning.
c. The leader may be perceived as adaptable and strategic.
d. The leader puts self-interest ahead of other-interest.
e. The leader stresses the importance of social needs.
Ans: E
Cognitive Domain: Comprehension
Answer Location: Blake and Mouton
Question Type: MC
34. The Ohio State studies identified the behaviors of consideration and initiating structure as
a. Cause and effect
b. Distinct and independent
c. High value and low value
d. Interdependent
Ans: B
Cognitive Domain: Comprehension
Answer Location: Blake and Mouton
Question Type: MC
35. Researchers developed a questionnaire called the LBDQ. The letters
“LBDQ” stand for what?
a. Leader-based detail questionnaire
b. Leadership-biased descriptive questionnaire
c. Leadership-based diagnostic questionnaire
d. Leadership behavior description questionnaire
Ans: D
Cognitive Domain: Comprehension
Answer Location: Ohio State Studies
Question Type: MC
36. Middle-of-the-road management best describes leaders who are
a. Avoiding
b. Empathetic
c. Compromising
d. Accommodating
Ans: C
Cognitive Domain: Comprehension
Answer Location: Middle of the Road
Question Type: MC
37. What two types of leadership behavior were identified by the program of research at the
University of Michigan?
a. Employee orientation and production orientation
b. Initiating structure and consideration
c. High task and low task
d. Concern for people and concern for task
e. Paternalistic and maternalistic
Ans: A
Cognitive Domain: Comprehension
Answer Location: Michigan Studies
Question Type: MC
38. You are required to report directly to your supervisor every morning. Upon arrival he gives
you a large list of tasks to be completed by the end of the day; he states he will be checking in
after lunch to see your progress. This is an example of
a. Authority compliance management
b. Team management
c. Country-club management
d. Middle-of-the-road-management
e. Impoverished management
Ans: A
Cognitive Domain: Application
Answer Location: Blake and Mouton
Question Type: MC
39. The director of your department attends one weekly meeting. The director is seldom at the
office outside of the meeting and rarely responds to e-mails when you send questions pertaining
to the organization. This is an example of
a. Authority compliance management
b. Team management
c. Country-club management
d. Middle-of-the-road management
e. Impoverished management
Ans: E
Cognitive Domain: Comprehension
Answer Location: Blake and Mouton
Question Type: MC
40. Each day of the week you meet with your direct supervisor and your coworkers for a
morning meeting. The meeting is open-forum and issues, goals, topics, and ideas are all
discussed at the meeting, during which the supervisor responds when able and asks for feedback
often. This is an example of
a. Authority compliance management
b. Team management
c. Country club management
d. Middle-of-the-road management
e. Impoverished management
Ans: B
Cognitive Domain: Comprehension
Answer Location: Blake and Mouton
Question Type: MC
41. __________ refers to a leader who uses any combination of the basic five styles for the
purpose of personal advancement.
a. Middle-of-the-road management
b. Maternalism
c. Opportunism
d. Team management
e. Paternalism
Ans: C
Cognitive Domain: Comprehension
Answer Location: Blake and Mouton
Question Type: MC
42. Before the inception of the style approach, leadership was treated exclusively as a(n)
a. Personality trait
b. Sets of skills
c. Process
d. Ability
e. Relationship
Ans: B
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: MC
43. Paternalistic and maternalistic use both ______ and ______ but never combine the two.
a. 1, 1 and 5, 5
b. 9, 9 and 9, 1
c.5, 5 and 1, 9
d. 1, 9 and 9, 1
e. 1, 1 and 9, 9
Ans: D
Cognitive Domain: Comprehension
Answer Location: Blake and Mouton
Question Type: MC
44. Behavioral approach does all of the following except
a. Broaden the field of leadership research to include behaviors
b. Support itself through a range of studies
c. Emphasize the importance of task and relationship behavior
d. Identify a universal set of leadership behaviors
Ans: D
Cognitive Domain: Comprehension
Answer Location: Criticisms
Question Type: MC
45. Grid seminars are training and development programs that make use of the styles approach.
These seminars are done through the use of ____________ findings.
a. Ohio State studies
b. University of Michigan studies
c. Black and Mouton's
d. Fisher's
e. Mumford's
Ans: C
Cognitive Domain: Application
Answer Location: Blake and Mouton
Question Type: MC
46. Daily meetings, open communication, face-to-face interaction, and accessibility are all
behaviors of which type of leader?
a. Task
b. Relationship
c. Opportunistic
d. Paternalistic/maternalistic
e. Production orientation
Ans: B
Cognitive Domain: Comprehension
Answer Location: Blake and Mouton
Question Type: MC
47. Who developed the Leadership Behavior Description Questionnaire (LBDQ)?
a. Ohio State studies
b. Stogdill
c. University of Michigan studies
d. Blake and Mouton
e. Katz
Ans: A
Cognitive Domain: Knowledge
Answer Location: Ohio State Studies
Question Type: MC
48. Who explored leadership behavior on performance of small groups?
a. Ohio State studies
b. Stogdill
c. University of Michigan studies
d. Blake and Mouton
e. Katz
Ans: C
Cognitive Domain: Knowledge
Answer Location: Michigan Studies
Question Type: MC
49. The behavioral approach reminds leaders that
a. Personality is the essence of effective leadership.
b. Who they are is more important than what they do.
c. Task behaviors are more important than relationship behaviors.
d. They should continually engage in both task and relationship behaviors.
e. The high-high style is the best style of leadership.
Ans: D
Cognitive Domain: Comprehension
Answer Location: How Does the Behavioral Approach Work?
Question Type: MC
50. Which of the components on Blake & Mouton’s Leadership Grid has medium concern for
interpersonal relationships and task accomplishment?
a. Authority compliance
b. Country club
c. Impoverished
d. Middle of the road
e. Team
Ans: D
Cognitive Domain: Comprehension
Answer Location: Blake & Mouton Leadership Grid
Question Type: MC
51. Which of the components on Blake & Mouton’s Leadership Grid has high concern for both
interpersonal relationships and task accomplishment?
a. Authority compliance
b. Country club
c. Impoverished
d. Middle of the road
e. Team
Ans: E
Cognitive Domain: Comprehension
Answer Location: Blake & Mouton Leadership Grid
Question Type: MC
52. The behavioral approach describes
a. What leaders do
b. Who leaders are
c. Skills leaders possess
d. Traits leaders display
Ans: A
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
53. The focus of behavioral approach is on
a. Personality factors
b. Follower actions
c. Leader actions
d. Leader capabilities
Ans: C
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
54. Which approach describes how leaders act?
a. Trait
b. Skills
c. Leader-member exchange
d. Behavioral
Ans: D
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
55. Researchers studying the behavioral approach determined that leadership is composed of two
general kinds of behaviors:
a. Directive and supportive
b. Task and relationship
c. Directive and authoritative
d. Supportive and authoritative
Ans: B
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
56. Mia expresses interest in her employees’ personal and professional lives. She is employing
a. Task behaviors
b. Process behaviors
c. Relationship behaviors
d. Directing behaviors
Ans: C
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
57. You tell your staff how and when to do their jobs. You are using
a. Process behaviors
b. Task behaviors
c. Relationship behaviors
d. Directing behaviors
Ans: B
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
58. I am meeting my new team, which I will directly supervise for the first time. I introduce
myself and jump right into the agenda items for the jobs each team member will be assigned. I
am using
a. Authoritative behaviors
b Delegating behaviors
c. Relationship behaviors
d. Task behaviors
Ans: D
Cognitive Domain: Application
Answer Location: Description
Question Type: MC
59. I am meeting my new team, which I will directly supervise for the first time. I introduce
myself and invite each team member to share some interesting facts about themselves unrelated
to work. I am using
a. Authoritative behaviors
b. Task behaviors
c. Relationship behaviors
d. Directing behaviors
Ans: C
Cognitive Domain: Application
Answer Location: Description
Question Type: MC
60. I am able to identify task and relationship types of behaviors in my leader. I am applying the
main focus of which leadership theory?
a. Behavioral
b. Leader-member exchange
c. Situational
d. Path-goal
Ans: A
Cognitive Domain: Application
Answer Location: Applications
Question Type: MC
61. Jennifer can see that her leader sometimes directs the team and sometimes tries to build
relationships with the group. She does not change her behaviors based on whom she is
interacting with; Jennifer just can pick out when she uses these two different styles. Jennifer’s
leader is using
a. Situational leadership
b. Path-goal leadership
c. Skills leadership
d. Behavioral leadership
Ans: D
Cognitive Domain: Application
Answer Location: Applications
Question Type: MC
62. I get involved with my team and create a positive environment while directing daily
operations and keeping results of the team high. I am using
a. Authority compliance leadership
b. Team leadership
c. Country club leadership
d. Middle of the road leadership
e. Impoverished leadership
Ans: B
Cognitive Domain: Comprehension
Answer Location: Blake and Mouton
Question Type: MC
63. I am really not interested in interacting with my staff nor do I put much emphasis at all on
how the team performs. I am using
a. Authority compliance leadership
b. Team leadership
c. Impoverished leadership
d. Pseudotransformational leadership
Ans: C
Cognitive Domain: Comprehension
Answer Location: Blake and Mouton
Question Type: MC
64. Behavioral approach contributes to leadership understanding by
a. Expanding focus to what leaders do
b. Focusing in on leader characteristics
c. Expanding focus to who leaders are
d. Focusing on adaptive leadership
Ans: A
Cognitive Domain: Comprehension
Answer Location: Strengths
Question Type: MC
65. Which of the following is a strength of the behavioral approach?
a. The research supports how leader behaviors affect performance outcomes
b. The research found the high-high style to be the most effective
c. The wide range of research on leadership behaviors gives it credibility
d. The research found a universal style that is effective in all situations
Ans: C
Cognitive Domain: Comprehension
Answer Location: Strengths
Question Type: MC
66. Which of the following is not a criticism of the behavioral approach?
a. The research supports how leader behaviors affect performance outcomes
b. The behavioral approach is heuristic
c. The research found the high-high style to be the most effective
d. The research found a universal style that is effective in all situations
Ans: B
Cognitive Domain: Comprehension
Answer Location: Strengths
Question Type: MC
67. I am doing a training program for staff to help them understand how to integrate both task
and relationship behaviors in the workplace. I am applying the main components of which
approach in this training session?
a. Situational
b. Behavioral
c. Path-goal
d. Leader-member exchange
Ans: B
Cognitive Domain: Comprehension
Answer Location: Application
Question Type: MC
68. I am doing a training program for staff to help them understand how to integrate both task
and relationship behaviors in the workplace using the Leadership Grid. I am using the results
from which set of researchers?
a. The Ohio State University
b. The University of Michigan
c. Kouzes and Posner
d. Blake and Mouton
Ans: D
Cognitive Domain: Comprehension
Answer Location: Application
Question Type: MC
69. Collectively among all the research on the Behavioral Approach, what is one consistent
finding from the research?
a. The high task–high relationship style is best
b. The middle-of-the-road style is what most followers prefer
c. The opportunistic style is what most leaders use
d. There was no universal style determined to be best
Ans: D
Cognitive Domain: Application
Answer Location: Summary
Question Type: MC
70. Blake and Mouton’s research identified
a. How leaders combine concern for results and concern for people
b. How task and relationship behaviors are part of one continuum
c. How task and relationship behaviors are on two separate continua
d. How opportunism as a behavior style focuses on followers roles
Ans: A
Cognitive Domain: Comprehension
Answer Location: Summary
Question Type: MC
Multiple Selection
71. Relationship behaviors
a. Facilitate goal accomplishment
b. Focus on personal advantage for the leader
c. Help group members feel comfortable with one another
d. Encourage leader-follower interactions
Ans: C, D
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MS
72. The central purpose(s) of the behavioral approach is
a. To describe how leaders combine two types of behaviors
b. To explain how task and relationship behaviors influence followers
c. To assess how leader traits influence followers
d. To explain leader competencies
Ans: A, B
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MS
73. Which study viewed task and relationship behaviors as independent and on two different
continua?
a. Ohio State studies
b. Michigan studies
c. Blake and Mouton
d. Stogdill and Zacaro
Ans: A, B
Cognitive Domain: Knowledge
Answer Location: Ohio State and Michigan studies (both sections)
Question Type: MS
74. The LBDQ used today was originally constructed from a
a. List of 1,800 items
b. A 150-item questionnaire
c. A set of questions answered by small groups
d. Focus group data
Ans: A, B
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MS
75. Relationship behaviors include
a. Consideration
b. Results orientation
c. Employee orientation
d. Production orientation
Ans: A, C
Cognitive Domain: Application
Answer Location: Applications
Question Type: MS
76. Task behaviors include
a. Consideration
b. Initiating structure
c. Employee oriented
d. Results oriented
Ans: B, D
Cognitive Domain: Application
Answer Location: Applications
Question Type: MS
77. Which of the following are strengths of the behavioral approach?
a. It is heuristic
b. The universal style of team leadership is best
c. The wide range of research on leadership behaviors gives it credibility
d. The research supports that task and relationship behaviors lead to positive team outcomes
Ans: A, C
Cognitive Domain: Comprehension
Answer Location: Strengths
Question Type: MS
78. Which of the following are criticisms of the behavioral approach?
a. No universal style has been found to work in all situations
b. The universal style of team leadership is best
c. The wide range of research on leadership behaviors gives it credibility
d. The research has not shown how leader’s behaviors correlate with performance outcomes
Ans: A, D
Cognitive Domain: Comprehension
Answer Location: Strengths
Question Type: MS
79. The LBDQ identified which core leadership behaviors?
a. Team
b. Country club
c. Initiating structure
d. Consideration
Ans: C, D
Cognitive Domain: Comprehension
Answer Location: Summary
Question Type: MS
True/False
80. Creating a timeline for subordinates to follow is a relationship leader behavior.
a. True
b. False
Ans: False
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: TF
81. Assisting group members in building cohesiveness is primarily a task behavior.
a. True
b. False
Ans: False
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: TF
82. The impoverished leader behavior is an example of uninvolved leadership.
a. True
b. False
Ans: True
Cognitive Domain: Knowledge
Answer Location: Blake and Mouton
Question Type: TF
83. In the Leadership Grid, the 9, 9 type of leader prefers the middle ground, soft-pedals
disagreement, and swallows convictions in the interest of progress.
a. True
b. False
Ans: False
Cognitive Domain: Knowledge
Answer Location: Blake and Mouton
Question Type: TF
84. The behavioral approach has been validated by a wide range of studies.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: Criticisms
Question Type: TF
85. The style approach is not heuristic.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: Strengths
Question Type: TF
86. Assisting group members in building cohesiveness is primarily a task behavior.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: TF
87. The behavioral approach suggests that leadership cannot be explained by any list of
personality traits.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: TF
88. According to Blake and Mouton, the “authority compliance manager” is highly concerned
with people and has little concern for results.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: Blake and Mouton
Question Type: TF
89. The style approach has failed to identify a universally effective leadership style.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Criticisms
Question Type: TF
90. In the Leadership Grid, the 9, 9 type of leader prefers the middle ground and swallows
convictions in the interest of progress.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: Blake and Mouton
Question Type: TF
91. In the Leadership Grid, a person who uses but does not integrate the 1, 9 and 9, 1 behavioral
styles of leadership could be called a “benevolent dictator.”
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Blake and Mouton
Question Type: TF
92. According to the Leadership Grid, opportunistic leaders rely primarily on the 5, 5 style of
leadership.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: Blake and Mouton
Question Type: TF
93. The leader behavior categories in the behavioral approach are called directive and supportive.
a. True
b. False
Ans: True
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: TF
94. The LBDQ was created by the researchers at the University of Michigan.
a. True
b. False
Ans: False
Cognitive Domain: Knowledge
Answer Location: University of Michigan Studies
Question Type: TF
95. Only leaders at the top level of an organization can effectively apply task and relationship
behaviors.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: Application
Question Type: TF
96. The behavioral approach is used in many training and development programs.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Application
Question Type: TF
97. The behavioral approach is not describing what leaders do but who leaders are.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: Application
Question Type: TF
98. A criticism of the behavioral approach is that the research on behavioral approaches has not
adequately shown how leaders’ behaviors are associated with performance outcomes.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Criticisms
Question Type: TF
99. Research in behavioral style has not supported a universal high-high leadership style that is
most effective in all situations.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Criticisms
Question Type: TF
100. The behavioral approach works by telling leaders how to behave.
a. True
b. False
Ans: False
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: TF
Essay
101. Which leadership style would be most difficult to change?
Ans: Positives and negatives of both styles should be discussed. They should support choice with
identified pros and cons.
Cognitive Domain: Application
Answer Location: Blake & Mouton
Question Type: Essay
102. Defend or refute: Opportunistic leadership can be justified in certain situations.
Ans: Opportunistic leadership uses any combination of the basic leadership styles and is
therefore very flexible and adaptable. What makes this flexibility opportunistic is that the styles
are used for personal advancement. Students can then argue the pros and cons of seeking
personal advancement. Is it at the expense of the group, or in addition to meeting the needs of
the group? If the latter, how transparent are the leader's motives? Do group members believe
that by doing a good job for the group the leader is also trying to impress her boss and hoping to
advance? Or is the leader secretly using the group for her own purposes?
Cognitive Domain: Application
Answer Location: Opportunism
Question Type: Essay
103. Write a scenario in which middle-of-the road leadership style would be the optimal choice.
How would it be preferable to each of the other four leadership styles on the grid?
Ans: Key aspects of middle-of-the-road management style should be mentioned, specifically
relating to the chosen scenario. Aspects of importance: compromising, balance between taking
people into account and still emphasizing the goals, and avoiding conflict for the sake of
progress. An ideal situation would be one in which a goal/result is required and there still is a set
standard for follower satisfaction.
Cognitive Domain: Analysis
Answer Location: Blake & Mouton
Question Type: Essay
104. In Blake and Mouton’s Leadership Grid, a leader whose actions would plot on the grid at
3, 7 would be using what types of leader behaviors and at what degree?
Ans: Fairly low-task or results-driven behaviors integrated with moderately high-relationship
behaviors. This is not middle-of-the-road, nor is it country club but somewhere in between.
Cognitive Domain: Application
Answer Location: Blake & Mouton
Question Type: Essay
105. I have observed my leader interacting with all of us followers by sharing funny stories and
getting us to share what we are doing both in and outside of work, and the work atmosphere is
usually quite fun and energetic. I am a little concerned that we are not meeting our sales goals
and that the chief financial officer is coming in later this week to address our poor performance.
Using the main components of the behavioral leadership approach, describe what style your
leader is using and what style she may use after the CFO meeting.
Ans: She is using a mostly country club 1, 9 style currently. Her interactions, fun, and
enthusiasm that get the team interested in one another is a very high level of relationship
orientation. Based on low results (not meeting sales goals), she will likely need to increase taskoriented behaviors in order to get better results. This is likely what will happen after the CFO
meeting.
Cognitive Domain: Analysis
Answer Location: Blake & Mouton
Question Type: Essay
Multiple Choice
1. Which leadership theory is studied in a variety of disciplines, including nursing, education,
and industrial engineering?
a. Leader–member exchange theory.
b. Path–goal leadership theory.
c. Contingency theory.
d. Transformational leadership theory.
Ans: D
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
2. Which type of leadership is concerned with emotions, values, ethics, standards, and long-term
goals?
a. Authentic leadership
b. Transformational leadership
c. Servant leadership
d. Transactional leadership
Ans: B
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
3. Transformation leadership is an exceptional form of leadership that
a. Helps followers meet the tasks on their job descriptions
b. Reduces the workload of the followers
c. Increases the workload of the followers
d. Helps followers do more than what is usually expected
Ans: D
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
4. Research on transformational leadership
a. Is no longer being conducted
b. Is relatively sparse in modern times
c. Is prolific in modern times
d. Is at least 30 years old
Ans: C
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
5. Of the scholar(s) listed below, who argued that true leadership raises the moral values of
subordinates?
a. Bennis and Nanus
b. Graen and Uhl-Bien
c. MacGregor Burns
d. Kouzes and Posner
Ans: C
Cognitive Domain: Comprehension
Answer Location: TF Leadership Defined
Question Type: MC
6. Transformational leadership does not
a. Create a connection between leaders and followers.
b. Increase the motivation and morality of followers.
c. Help followers reach their full potential.
d. Inadequately raise the level of motivation and morality in the leader and their followers.
Ans: D
Cognitive Domain: Comprehension
Answer Location: TF Leadership Defined
Question Type: MC
7. Transformational leadership
a. Helps followers to transcend their own self-interests for the good of the group.
b. Communicates high expectations.
c. Is a process in which leaders and followers exchange efforts for specified rewards.
d. Is an interactive process in which the leader tries to shift power to those who are being led.
Ans: A
Cognitive Domain: Knowledge
Answer Location: TF Leadership Defined
Question Type: MC
8. Pseudotransformational leadership
a. Aids followers in an exclusively superficial way.
b. Is socialized leadership concerned with the collective good.
c. Focuses on the leaders own interests rather than the interests of others.
d. Is an ineffective form of leadership.
Ans: C
Cognitive Domain: Comprehension
Answer Location: TF Leadership Defined
Question Type: MC
9. Burns outlined leadership in his seminal work in 1978 and described leadership as
a. Quite different from power
b. Quite similar to power
c. Equivalent to power
d. About use of power and authority
Ans: A
Cognitive Domain: Comprehension
Answer Location: TF Leadership Defined
Question Type: MC
10. Burns when discussing leadership in the context of what is now termed transformational
leadership
a. Found motivation in followers rarely existed
b. Found leaders to be interested mainly in the bottom line
c. Tried to link the roles of leadership and followership
d. Tried to link the roles of in-group members to leadership outcomes
Ans: C
Cognitive Domain: Comprehension
Answer Location: TF Leadership Defined
Question Type: MC
11. Transactional leadership
a. Is not a very common leadership style
b. Is found in the bulk of leadership models
c. Is less commonly used than transformational leadership
d. Is used only in military leadership
Ans: B
Cognitive Domain: Comprehension
Answer Location: TF Leadership Defined
Question Type: MC
12. José has consistently exceeded his sales projections for the past four quarters. His supervisor
gave him a promotion because of his high sales success. His supervisor is using
a. Transformational leadership
b. Middle-of-the-road leadership
c. Laissez-faire leadership
d. Transactional leadership
Ans: D
Cognitive Domain: Application
Answer Location: TF Leadership Defined
Question Type: MC
13. Jackson tries every day to show his leadership is consistent with the values of the
organization. This instills a strong sense of community and ethics within all levels of the
organization. Jackson is demonstrating
a. Transformational leadership
b. Transactional leadership
c. Pseudotransformational leadership
d. Contingent reward leadership
Ans: A
Cognitive Domain: Application
Answer Location: TF Leadership Defined
Question Type: MC
14. Molly focuses her leadership behaviors on helping followers reach their full potential as
human beings. She is using
a. Situational leadership
b. Path-goal leadership
c. Contingent reward leadership
d. Transformational leadership
Ans: D
Cognitive Domain: Application
Answer Location: TF Leadership Defined
Question Type: MC
15. Christie, Barling, and Turner (2011) describe pseudotransformational leadership as
a. Strong inspirational motivation
b. Inspired leadership focused on follower development
c. Strong inspirational talent that is manipulative
d. Inspired leadership focused toward other leaders
Ans: C
Cognitive Domain: Comprehension
Answer Location: TF Leadership Defined
Question Type: MC
16. According to House, the following is not one of the specific types of behaviors commonly
exhibited by charismatic leaders:
a. Serving as a strong role model.
b. Giving structure to complex tasks.
c. Articulating ideological goals with moral overtones.
d. Arousing emotions.
Ans: B
Cognitive Domain: Knowledge
Answer Location: TF Leadership and Charisma
Question Type: MC
17. Which type of leadership is most similar to transformational leadership?
a. Transitional.
b. Laissez-faire.
c. Transactional.
d. Charismatic.
Ans: D
Cognitive Domain: Knowledge
Answer Location: TF Leadership and Charisma
Question Type: MC
18. House notes that charismatic effects are more likely to occur in
a. Contexts in which followers experience few difficulties.
b. Supportive environments.
c. Stressful situations.
d. Sympathetic relationships.
Ans: C
Cognitive Domain: Knowledge
Answer Location: TF Leadership and Charisma
Question Type: MC
19. Which of the following is not a personality characteristic of charismatic leadership?
a. Agreeable
b. Dominant
c. Strong moral values
d. Desire to influence
Ans: A
Cognitive Domain: Knowledge
Answer Location: TF Leadership & Charisma
Question Type: MC
20. To which research scholar is the charismatic theory of leadership attributed?
a. Avolio
b. Bass
c. Liden
d. House
Ans: D
Cognitive Domain: Knowledge
Answer Location: TF Leadership & Charisma
Question Type: MC
21. Which personality characteristic of charismatic leadership is also a leadership trait?
a. Dominance
b. Self-confidence
c. Morality
d. Influential
Ans: B
Cognitive Domain: Application
Answer Location: TF Leadership & Charisma
Question Type: MC
22. A leader who communicates high expectations, shows competence, and sets a strong role
model is using behaviors of
a. Situational leadership
b. Path-goal leadership
c. Transactional leadership
d. Charismatic leadership
Ans: D
Cognitive Domain: Application
Answer Location: TF Leadership & Charisma
Question Type: MC
23. Charismatic leadership is often described as being similar to or even synonymous with
a. Transformational leadership
b. Adaptive leadership
c. Servant leadership
d. Transactional leadership
Ans: A
Cognitive Domain: Comprehension
Answer Location: TF Leadership & Charisma
Question Type: MC
24. What type of leader uses creative deployment of self through positive self-regard and
emphasizes his or her strengths rather than dwelling on weaknesses?
a. Servant
b. Transformational
c. Path-goal
d. Transactional
Ans: B
Cognitive Domain: Application
Answer Location: TF Leadership & Charisma
Question Type: MC
25. Which answer best describes the elements of a model of transformational leadership?
a. Idealized influence, inspirational motivation, intellectual stimulation, individualized
consideration
b. Laissez-faire, contingent reward, management by exception, corrective transactions
c. Supporting, controlling, delegating, directing
d. Forming, storming, norming, performing
Ans: A
Cognitive Domain: Knowledge
Answer Location: Model of TF Leadership
Question Type: MC
26. To create change, transformational leaders ______________.
a. Focus on the task at hand
b. Become strong role models for their followers
c. Value out-group members’ opinions
d. Leave followers to work on their own
Ans: B
Cognitive Domain: Knowledge
Answer Location: Model of TF Leadership
Question Type: MC
27. The Full Range Model of Transformational Leadership contains how many transformational
leadership factors?
a. 1
b. 2
c. 4
d. 7
Ans: C
Cognitive Domain: Knowledge
Answer Location: Model of TF Leadership
Question Type: MC
28. The Full Range Model of Transformational Leadership contains how many factors?
a. 1
b. 2
c. 4
d. 7
Ans: D
Cognitive Domain: Knowledge
Answer Location: Model of TF Leadership
Question Type: MC
29. The continuum of transformational leadership contains
a. Two non-intersecting continua
b. Is one single continuum
c. Is made up of independent transformational variables
d. Is plotted on x and y axes to show variable interaction
Ans: B
Cognitive Domain: Comprehension
Answer Location: Model of TF Leadership
Question Type: MC
30. Which researcher extended House’s work on transformational leadership?
a. Burns
b. Stogdill
c. Bass
d. Greenleaf
Ans: C
Cognitive Domain: Knowledge
Answer Location: Model of TF Leadership
Question Type: MC
31. The model of transformational leadership asserts that transformational leadership motivates
followers to do more than expected by
a. Raising their consciousness about the value of specified goals
b. Providing specified rewards for good work
c. Encouraging work above and beyond to get promoted
d. Relying on the follower team to work together
Ans: A
Cognitive Domain: Comprehension
Answer Location: Model of TF Leadership
Question Type: MC
32. Kathleen regularly meets with and coaches each of her followers in hopes to help them reach
their full potential. With some she is directive and with others she provides strong affiliation. She
is using
a. Transactional leadership
b. Situational leadership
c. Transformational leadership
d. Path-goal leadership
Ans: C
Cognitive Domain: Application
Answer Location: Model of TF Leadership
Question Type: MC
33. The idealized influence factor is measured on the following components:
a. Attributional and behavioral components
b. Charisma and inspirational components
c. Intellectual stimulation and individualized consideration components
d. Positive self-regard and encouraging-the-heart components
Ans: A
Cognitive Domain: Application
Answer Location: TF Leadership Factors
Question Type: MC
34. What makes it difficult to use the term transformational leadership when referencing leaders
such as Saddam Hussein and Adolf Hitler?
a. Transformational leadership focuses on the leader's own interests.
b. Hussein and Hitler had no redeeming qualities.
c. Transformational leadership is effective; Hussein and Hitler's leadership styles were not.
d. Transformational leadership includes transforming, but only in a positive way.
Ans: D
Cognitive Domain: Application
Answer Location: TF Leadership Factors
Question Type: MC
35. Which factor of transformational leadership supports followers as they try new approaches
and develop innovative ways of dealing with organizational issues?
a. Inspirational motivation
b. Intellectual stimulation
c. Individualized consideration
d. Idealized influence
Ans: B
Cognitive Domain: Comprehension
Answer Location: TF Leadership Factors
Question Type: MC
36. Which of the following is not a factor of transformational leadership?
a. Intellectual stimulation
b. Inspirational motivation
c. Contingent reward
d. Charisma
Ans: C
Cognitive Domain: Knowledge
Answer Location: TF Leadership Factors
Question Type: MC
37. Elena is a sales manager who encourages her employees through motivation to be committed
to and a part of the shared vision of the organization. Elena is demonstrating which factor of
transformational leadership?
a. Inspiration
b. Intellectual stimulation
c. Individualized consideration
d. Idealized influence
Ans: A
Cognitive Domain: Application
Answer Location: TF Leadership Factors
Question Type: MC
38. Optimism is a mediating factor in transformational leadership that affects
a. Employee job satisfaction.
b. Employee engagement.
c. Employee liking of the supervisor.
d. Employee self-esteem.
Ans: B
Cognitive Domain: Application
Answer Location: TF Leadership Factors
Question Type: MC
39. The idealized influence factor in the full-range model is considered more effective than
a. Individualized consideration
b. Inspirational motivation
c. Intellectual stimulation
d. Contingent reward
Ans: D
Cognitive Domain: Comprehension
Answer Location: TF Leadership Factors
Question Type: MC
40. Management by exception-active is
a. A form of transformational leadership
b. The non-leadership factor
c. A form of transactional leadership
d. More effective than contingent reward
Ans: C
Cognitive Domain: Comprehension
Answer Location: TF Leadership Factors
Question Type: MC
41. Which transformational factor is most like charismatic transformational leadership?
a. Inspirational motivation
b. Contingent reward
c. Individualized consideration
d. Idealized influence
Ans: D
Cognitive Domain: Comprehension
Answer Location: TF Leadership Factors
Question Type: MC
42. Hao is a new lawyer in your real estate law firm who comes highly recommended to you
because of his high intelligence and experience with real-estate law. You encourage him to be
creative and use innovation in problem solving when working on cases. You are using which
transformational factor?
a. Intellectual stimulation
b. Contingent reward
c. Individualized consideration
d. Idealized influence
Ans: A
Cognitive Domain: Application
Answer Location: TF Leadership Factors
Question Type: MC
43. Purposely choosing to give a civil rights speech in a location that is symbolic of past civil
rights successful actions is an example of a leader using what transformational factor?
a. Intellectual stimulation
b. Contingent reward
c. Inspirational motivation
d. Management by exception-active
Ans: C
Cognitive Domain: Application
Answer Location: TF Leadership Factors
Question Type: MC
44. Which produces greater effects than transactional leadership?
a. Individualized consideration
b. Contingent reward
c. Management by exception-passive
d. Influential morality
Ans: A
Cognitive Domain: Comprehension
Answer Location: TF Leadership Factors
Question Type: MC
45. Which factor describes leaders who communicate high expectations and engage followers to
be part of a shared vision?
a. Individualized consideration
b. Inspirational motivation
c. Idealized influence
d. Intellectual stimulation
Ans: B
Cognitive Domain: Comprehension
Answer Location: TF Leadership Factors
Question Type: MC
46. Which factor in the full model of transformational leadership includes mentoring and helping
followers grow through personal challenges?
a. Individualized consideration
b. Inspirational motivation
c. Contingent reward
d. Intellectual stimulation
Ans: A
Cognitive Domain: Comprehension
Answer Location: TF Leadership Factors
Question Type: MC
47. Which factor in the full model of transformational leadership encourages followers to be
creative and innovative?
a. Individualized consideration
b. Inspirational motivation
c. Idealized influence
d. Intellectual stimulation
Ans: D
Cognitive Domain: Comprehension
Answer Location: TF Leadership Factors
Question Type: MC
48. Which factor in the full model of transformational leadership is the emotional factor in which
leaders act as strong role models for followers?
a. Individualized consideration
b. Inspirational motivation
c. Idealized influence
d. Intellectual stimulation
Ans: C
Cognitive Domain: Comprehension
Answer Location: TF Leadership Factors
Question Type: MC
49. The contingent reward factor
a. Is a reciprocal process of mutual influence
b. Is a reciprocal process between two followers
c. Is a process where follower effort is exchanged for specified rewards
d. Is a negotiated process with equal rewards for follower and leader
Ans: C
Cognitive Domain: Application
Answer Location: TF Leadership Factors
Question Type: MC
50. The passive form of management by exception
a. Is considered non-leadership
b. Is more effective than the active form
c. Is similar to individualized consideration
d. Is enacted only once problems arise
Ans: D
Cognitive Domain: Application
Answer Location: TF Leadership Factors
Question Type: MC
51. The active form of management by exception
a. Is slightly more effective than the passive form
b. Is considered non-leadership
c. Is similar to individualized consideration
d. Is enacted only once problems arise
Ans: A
Cognitive Domain: Application
Answer Location: TF Leadership Factors
Question Type: MC
52. You provide a pay raise to a follower who has received high scores on annual performance
reviews two years in a row. You are demonstrating
a. Management by exception-passive
b. Management by exception-active
c. Individualized consideration
d. Contingent reward
Ans: D
Cognitive Domain: Application
Answer Location: TF Leadership Factors
Question Type: MC
53. I am a leader who watches my staff carefully and stops them immediately when they make a
mistake. I am using
a. Management by exception-passive
b. Management by exception-active
c. Intellectual stimulation
d. Contingent reward
Ans: B
Cognitive Domain: Comprehension
Answer Location: TF Leadership Factors
Question Type: MC
54. I prefer to wait until the annual performance review time to deliver bad news about poor
performance to my followers. I am using
a. Management by exception-passive
b. Management by exception-active
c. Laissez-faire
d. Contingent reward
Ans: A
Cognitive Domain: Comprehension
Answer Location: TF Leadership Factors
Question Type: MC
55. Contingent reward uses __________ reinforcement, whereas management by exception uses
________ reinforcement.
a. Negative; positive
b. Neutral; negative
c. Positive; negative
d. Negative; neutral
Ans: C
Cognitive Domain: Comprehension
Answer Location: TF Leadership Factors
Question Type: MC
56. Management by exception involves
a. Giving individualized attention to employees.
b. Offering payoffs for employees who perform their duties.
c. Negotiating special rules and tasks with employees.
d. Correcting misbehavior by employees.
Ans: D
Cognitive Domain: Knowledge
Answer Location: Transactional Leadership Factors
Question Type: MC
57. Which type of leadership gives no feedback and makes little effort to help followers satisfy
their needs?
a. Charismatic
b. Transactional
c. Laissez-faire
d. Democratic
Ans: C
Cognitive Domain: Knowledge
Answer Location: Non-leadership Factor
Question Type: MC
58. Which of the following scholars presented an alternative transformational perspective that
included vision, social architect, trust, and positive self-regard?
a. Bennis and Nanus
b. Graen and Uhl-Bien
c. MacGregor Burns
d. Kouzes and Posner
Ans: A
Cognitive Domain: Knowledge
Answer Location: Bennis and Nanus
Question Type: MC
59. Which of the following strategies did Bennis and Nanus find leaders use in transforming their
organizations?
a. Merit-based rewards
b. Visible recognition and awards for employees
c. Being predictable and reliable to instill trust
d. Challenging the process
Ans: C
Cognitive Domain: Application
Answer Location: Bennis and Nanus
Question Type: MC
60. Communicating a vision for the future of the organization in Bennis and Nanus’s research is
most similar to which of the transformational factors in the Full Range Model?
a. Individualized consideration
b. Idealized influence
c. Contingent reward
d. Inspirational motivation
Ans: D
Cognitive Domain: Application
Answer Location: Bennis and Nanus
Question Type: MC
61. Which of the following scholars presented an alternative transformational perspective that
describes five exemplary practices of leadership?
a. Bennis and Nanus
b. Graen and Uhl-Bien
c. MacGregor Burns
d. Kouzes and Posner
Ans: D
Cognitive Domain: Knowledge
Answer Location: Kouzes and Posner
Question Type: MC
62. Kouzes and Posner's five practices that enable leaders to get extraordinary things
accomplished include all of these except
a. Inspire a shared vision.
b. Support contingent reward.
c. Challenge the process.
d. Model the way.
Ans: B
Cognitive Domain: Comprehension
Answer Location: Kouzes and Posner
Question Type: MC
63. _______ presented an alternative transformational perspective that included modeling the
way, challenging the process, and encouraging the heart.
a. Bennis and Nanus
b. Graen and Uhl-Bien
c. MacGregor Burns
d. Kouzes and Posner
Ans: D
Cognitive Domain: Comprehension
Answer Location: Kouzes and Posner
Question Type: MC
64. Transformational leaders are social architects because they
a. Create shared meanings for people within their organizations.
b. Maintain social relationships with individuals throughout the organization.
c. Develop social strategies and techniques.
d. Are strong, affable examples for their followers.
Ans: A
Cognitive Domain: Comprehension
Answer Location: Bennis and Nanus
Question Type: MC
65. The challenge the process leadership practice is most similar to which of the transformational
factors in the Full Range Model?
a. Individualized consideration
b. Idealized influence
c. Intellectual stimulation
d. Inspirational motivation
Ans: C
Cognitive Domain: Application
Answer Location: Kouzes and Posner
Question Type: MC
66. Which leadership theories discussed in the text have noted one strength of the approach in its
“intuitive appeal”?
a. Behavioral, transformational, situational
b. Trait, behavioral, path-goal
c. Path-goal, situational, trait
d. Trait, skills, transformational
Ans: D
Cognitive Domain: Application
Answer Location: Strengths
Question Type: MC
67. Which of the following is a strength of the transformational approach?
a. The MLQ has well-established validity
b. It contains trait-like attributes
c. It is widely researched
d. The models are precise
Ans: C
Cognitive Domain: Comprehension
Answer Location: Strengths
Question Type: MC
68. Transformational leadership is fundamentally morally uplifting. This suggests that
a. Use of coercive leadership cannot be considered leadership
b. All transformative leadership has a negative side
c. Using contingent reward cannot be considered leadership
d. Using management by exception cannot be considered leadership
Ans: A
Cognitive Domain: Comprehension
Answer Location: Strengths
Question Type: MC
69. Which of the following is not a strength of transformational leadership approach?
a. Broadly researched
b. Intuitive appeal
c. Expansive leadership view
d. Elitist and anti-democratic
Ans: D
Cognitive Domain: Comprehension
Answer Location: Strengths
Question Type: MC
70. Which of the following is not a criticism of transformational leadership approach?
a. Lacks conceptual clarity
b. Has potential to be abused
c. Expansive leadership view
d. Elitist and anti-democratic
Ans: C
Cognitive Domain: Comprehension
Answer Location: Criticisms
Question Type: MC
71. Transformational leadership has been criticized for being elitist and anti-democratic,
meaning
a. It gives the impression that the leader is acting independently of followers
b. The research supporting transformational leadership was completed only on high-level leaders
c. Followers have the most influence in the organization
d. Leaders only look to leaders in higher positions than themselves for help creating vision
Ans: A
Cognitive Domain: Application
Answer Location: Criticisms
Question Type: MC
72. Transformational leadership
a. Tells leaders how to act
b. Tells followers how to act
c. Gives four specific actions leaders should use in multiple situations
d. Provides a general way of thinking about leadership, including follower needs
Ans: D
Cognitive Domain: Application
Answer Location: Application
Question Type: MC
73. Transformational leadership
a. Is a valuable and widely used approach
b. Is not an approach that scholars find useful
c. Is not an approach that practitioners find useful
d. Is an approach used only at the upper-management levels
Ans: A
Cognitive Domain: Comprehension
Answer Location: Summary
Question Type: MC
Multiple Selection
74. Transformational leadership can be used to
a. Influence followers individually
b. Influence only followers who want this type of leadership
c. Influence whole organizations
d. Influence only leaders who want this type of leadership
Ans: A, C
Cognitive Domain: Application
Answer Location: Description
Question Type: MS
75. Zhu et al. tried to describe the transformational concept of “moral uplifting” and found
a. True transformational leadership negatively effects followers’ moral emotions
b. True transformational leadership positively effects followers’ moral emotions
c. True transformational leadership positively effects followers’ moral actions
d. True transformational leadership negatively effects followers’ moral actions
Ans: B, C
Cognitive Domain: Comprehension
Answer Location: TF Leadership Defined
Question Type: MS
76. Charisma has been described as
a. A superhuman power
b. An exceptional personality characteristic
c. A special gift within all of us
d. A transactional behavior
Ans: A, B
Cognitive Domain: Knowledge
Answer Location: TF Leadership & Charisma
Question Type: MS
77. Transformational leadership is concerned with
a. Improving performance of followers
b. Matching rewards to follower needs
c. Developing followers
d. Leadership for the greater good
Ans: A, C, D
Cognitive Domain: Application
Answer Location: TF Leadership Factors
Question Type: MS
78. Transformational leadership is positively related to
a. Job satisfaction
b. Regular bonuses
c. Performance
d. Follower disengagement
Ans: A, C
Cognitive Domain: Comprehension
Answer Location: TF Leadership Factors
Question Type: MS
79. Transactional leadership is different from
a. Transformational leadership
b. Charismatic transformational leadership
c. Contingent reward
d. Management by exception
Ans: A, B
Cognitive Domain: Comprehension
Answer Location: TF Leadership Factors
Question Type: MS
80. Transformational leadership stresses that leaders need to
a. Focus first on themselves; then the followers
b. Understand the needs of the followers
c. Adapt to the needs of the followers
d. Use transactional leadership for highly motivated followers
Ans: B, C
Cognitive Domain: Comprehension
Answer Location: Summary
Question Type: MS
True/False
81. Transactional leadership refers to the bulk of leadership models.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Transactional Leadership Factors
Question Type: TF
82. Ryan White was more of a transactional leader than a transformational leader.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: TF Leadership Defined
Question Type: TF
83. Charismatic leadership is often described in ways that make it similar to, if not synonymous
with, transformational leadership.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: TF leadership and Charisma
Question Type: TF
84. According to Bass, charisma is a necessary but not sufficient condition for transformational
leadership.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Model of TF Leadership
Question Type: TF
85. Laissez-faire leadership represents the absence of leadership.
a. True
b. False
Ans: True
Cognitive Domain: Knowledge
Answer Location: Non-Leadership Factor
Question Type: TF
86. The emergence of a vision should originate only from the leader, not the followers within the
organization.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: Model of TF
Question Type: TF
87. A strength of the transformational model is the emphasis it places on followers' needs, values,
and morals.
a. True
b. False
Ans: True
Cognitive Domain: Knowledge
Answer Location: Strengths
Question Type: TF
88. A criticism of transformational leadership is that it treats leadership as a personality trait.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Criticisms
Question Type: TF
89. Bass and Avolio suggest that transformational leadership cannot be taught since it results
from innate leadership characteristics.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: Model of TF
Question Type: TF
90. Transformational leadership views leaders as social architects.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Bennis and Nanus
Question Type: TF
91. Transactional leadership focuses on the exchanges that occur between leaders and their
followers.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Transactional Leadership Factors
Question Type: TF
92. Charismatic leadership transforms followers' self-concepts and tries to link the identity of the
followers to the collective identity of the organization.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: TF and Charisma
Question Type: TF
93. Criticisms of transformational leadership are that it is elitist and antidemocratic, and it suffers
from heroic leadership bias.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Criticisms
Question Type: TF
94. Pseudotransformational leadership could be described as a form of socialized leadership.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: TF Leadership Defined
Question Type: TF
95. Transactional leadership raises the level of motivation and morality in followers.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: Transactional Leadership Factors
Question Type: TF
96. Kouzes and Posner’s research included a meta-analysis of over 30 studies of transformational
leadership.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: Kouzes and Posner
Question Type: TF
97. Inspirational motivation is one of the factors in the transformational leadership model.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Model of TF Leadership
Question Type: TF
98. The original work on the theory of charismatic leadership was completed by House.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: TF Leadership and Charisma
Question Type: TF
99. Research on transformational leadership is no longer being conducted.
a. True
b. False
Ans: True
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: TF
100. The contingent reward factor is more effective than the management-by-exception passive
factor.
a. True
b. False
Ans: True
Cognitive Domain: Knowledge
Answer Location: Model of TF Leadership
Question Type: TF
Essay
101. Explain the relationship between transformational, transactional, and charismatic
leadership.
Ans: Transactional leadership involves exchanges between leaders and followers
Transformational leadership may take place alongside transactional leadership but focuses
instead on elevating the motivation and morality of both the leader and follower
Transformational and charismatic leadership share the characteristics of strong moral values and
strong desire to influence others Charisma alone does not account for transformational
leadership. (Here the student could compare the five behaviors of charismatic leadership with the
four factors of transformational leadership.)
Cognitive Domain: Application
Answer Location: Model of TF Leadership
Question Type: Essay
102. How can transformational leadership practices affect organizations undergoing mergers?
Ans: Nemanich and Keller (2007) examined the impact of transformational leadership on 447
employees from a large multinational firm who were going through a merger and being
integrated into a new organization. Research findings: Transformational leadership behaviors
such as idealized influence, inspirational motivation, individualized consideration, and
intellectual stimulation, were positively related to acquisition acceptance, job satisfaction, and
performance. In major acquisition integration, transformational leadership can have a positive
impact.
Cognitive Domain: Application
Answer Location: Individualized Consideration
Question Type: Essay
103. Identify at least five effects that charismatic leadership can have on followers. Under what
conditions are these effects likely to occur? What cautions might you offer to followers of a
charismatic leader?
Ans: Trust in leader's ideology; belief similarity between leader and follower; unquestioning
acceptance; affection toward leader; obedience; identification with leader; emotional
involvement; heightened goals; increased confidence. Remain aware of how you are being
influenced and in what directions you are being asked to go.
Cognitive Domain: Application
Answer Location: TF and Charisma
Question Type: Essay
104. Compare and contrast the laissez-faire leader discussed in the transformation approach and
the delegating leader discussed in the Situational Leadership Model.
Ans: They are similar because both types of leaders are nondirective and not controlling of
subordinates. Both laissez-faire and delegative leaders allow subordinates to set their own goals
and to select their own ways of achieving them. They are dissimilar because laissez-faire leaders
abdicate responsibility, give no feedback, and make little effort to help followers satisfy their
needs, while delegative leaders make themselves available to subordinates, give feedback when
asked, and accept responsibility for the well-being and goal accomplishments of their
subordinates.
Cognitive Domain: Analysis
Answer Location: Non-leadership Factor
Question Type: Essay
105. Describe how the transformational leadership factors in the Full Range Model of
Transformational Leadership are similar to Kouzes and Posner’s five practices of exemplary
leadership.
Ans: Answer will vary greatly depending upon which factors and practices students choose to
compare. Individualized consideration is similar to both enabling others to act and encouraging
the heart. Idealized influence and model the way are similar in that leaders serve as role models.
Inspirational motivation and inspire a shared vision are quite similar in the visioning and
articulation of messages. Intellectual stimulation and challenge the process both focus on
creativity and innovation.
Cognitive Domain: Analysis
Answer Location: Model of TF Leadership and Kouzes and Posner
Question Type: Essay
106. Explain and give examples for the four Is of transformational leadership. Must all four
factors be present for someone to be transformational?
Ans: Idealized influence: emotional component. Strong role models for followers. Counted on to
do right thing. Inspirational motivation: communicate high expectations. Inspire through
motivation. Intellectual stimulation: stimulate creativity and innovation to challenge beliefs and
values. Individualized consideration: provide supportive climate and listen closely to followers.
All four factors need not be present.
Cognitive Domain: Application
Answer Location: TF and Charisma
Question Type: Essay
Multiple Choice
1. The underlying premise of the psychodynamic approach chapter is
a. There are rational behaviors that describe leadership action
b. There are irrational forces that underlie seemingly rational behaviors
c. Irrational behaviors are the downfall of organizations
d. Observations of behaviors are rational in nature
Ans: B
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
2. Historically, leadership scholars
a. Have avoided studying emotions in leadership
b. Have avoided studying leadership behaviors
c. Have avoided the psychological realm of organizational life
d. Have avoided studying personality and leadership
Ans: C
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
3. The dynamics of human behavior
a. Are often difficult to understand
b. Are easy to understand
c. Are similar to skills dynamics
d. Are related to the Big Five personality profiles
Ans: A
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
4. The psychodynamic approach to leadership focuses on
a. The effects of behavior in organizations
b. The dynamics of personality
c. The effects of behavior on the leader
d. The dynamics of human behavior
Ans: D
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
5. The psychodynamic approach to leadership suggests that only through accepting and
explaining undercurrents of human behavior
a. Can we begin to understand complex organizations
b. Will decision making be easy
c. Can we understand human motivation
d. Will we understand leadership
Ans: A
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
6. A framework through which we apply a psychodynamic lens to the study of behavior in
organizations is
a. A behavioral paradigm
b. A psychological paradigm
c. A clinical paradigm
d. A psychic paradigm
Ans: C
Cognitive Domain: Knowledge
Answer Location: Clinical Paradigm
Question Type: MC
7. The purpose of the clinical paradigm is
a. To identify aberrant behaviors
b. To discover how leaders and organizations really work
c. To discover the best emotional leadership style
d. To determine the best behavioral leadership style
Ans: B
Cognitive Domain: Comprehension
Answer Location: Clinical Paradigm
Question Type: MC
8. Which of the following is not one of the four premises of the clinical paradigm?
a. There is irrationality behind every act
b. Regulating emotions is less important than regulating actions
c. Much of mental life lies outside of conscious awareness
d. We are products of interpersonal experiences
Ans: C
Cognitive Domain: Comprehension
Answer Location: Clinical Paradigm
Question Type: MC
9. Which premise of the clinical paradigm states that there is a logical explanation behind every
human act?
a. Mental life lies outside of conscious awareness
b. Human development is an intra- and interpersonal process
c. There is rationale behind every act
d. How one regulates and expresses emotions is central to a person’s identity
Ans: C
Cognitive Domain: Comprehension
Answer Location: Clinical Paradigm
Question Type: MC
10. Which premise requires “tective” work to find clues to explain perplexing behavior?
a. Mental life lies outside of conscious awareness
b. Human development is an intra- and interpersonal process
c. There is rationale behind every act
d. How we regulate and express emotions is central to a person’s identity
Ans: C
Cognitive Domain: Comprehension
Answer Location: Clinical Paradigm
Question Type: MC
11. One of my employees is acting irrationally. I am certain there is a reasonable explanation for
the behavior. I am applying which premise of the clinical paradigm?
a. Mental life lies outside of conscious awareness
b. Human development is an intra- and interpersonal process
c. There is rationale behind every act
d. How we regulate and express emotions is central to a person’s identity
Ans: C
Cognitive Domain: Application
Answer Location: Clinical Paradigm
Question Type: MC
12. Which premise of the clinical paradigm describes feelings and motives that we do not
realize?
a. Mental life lies outside of conscious awareness
b. Human development is an intra- and interpersonal process
c. There is rationale behind every act
d. How we regulate and express emotions is central to a person’s identity
Ans: A
Cognitive Domain: Comprehension
Answer Location: Clinical Paradigm
Question Type: MC
13. Which premise of the clinical paradigm describes “blind spots” we all have?
a. Mental life lies outside of conscious awareness
b. Human development is an intra- and interpersonal process
c. There is rationale behind every act
d. How we regulate and express emotions is central to a person’s identity
Ans: A
Cognitive Domain: Comprehension
Answer Location: Clinical Paradigm
Question Type: MC
14. When I am leading my group of followers, sometimes I say or do things that I really do not
understand and that do not seem to be part of my typical way of dealing with issues. I am
applying which premise of the clinical paradigm?
a. Mental life lies outside of conscious awareness
b. Human development is an intra- and interpersonal process
c. There is rationale behind every act
d. How we regulate and express emotions is central to a person’s identity
Ans: A
Cognitive Domain: Application
Answer Location: Clinical Paradigm
Question Type: MC
15. Which premise of the clinical paradigm describes how emotions are related to life
experiences and can have both positive and negative connotations that affect the choices we
make?
a. Mental life lies outside of conscious awareness
b. Human development is an intra- and interpersonal process
c. There is rationale behind every act
d. How we regulate and express emotions is central to a person’s identity
Ans: D
Cognitive Domain: Comprehension
Answer Location: Clinical Paradigm
Question Type: MC
16. Which premise of the clinical paradigm focuses on how emotions form the basis for the
internalization of mental representations of self and others that guide our relationships?
a. Mental life lies outside of conscious awareness
b. Human development is an intra- and interpersonal process
c. There is rationale behind every act
d. How we regulate and express emotions is central to a person’s identity
Ans: D
Cognitive Domain: Comprehension
Answer Location: Clinical Paradigm
Question Type: MC
17. I have developed emotional intelligence through many years working as a leader at many
levels. I am applying which premise of the clinical paradigm?
a. Mental life lies outside of conscious awareness
b. Human development is an intra- and interpersonal process
c. There is rationale behind every act
d. How we regulate and express emotions is central to a person’s identity
Ans: D
Cognitive Domain: Application
Answer Location: Clinical Paradigm
Question Type: MC
18. Which premise of the clinical paradigm states that our early caregivers and other
developmental experiences influence us throughout life?
a. Mental life lies outside of conscious awareness
b. Human development is an intra- and interpersonal process
c. There is rationale behind every act
d. How we regulate and express emotions is central to a person’s identity
Ans: B
Cognitive Domain: Comprehension
Answer Location: Clinical Paradigm
Question Type: MC
19. Which premise of the clinical paradigm says we are products of our past experiences?
a. Mental life lies outside of conscious awareness
b. Human development is an intra- and interpersonal process
c. There is rationale behind every act
d. How we regulate and express emotions is central to a person’s identity
Ans: B
Cognitive Domain: Comprehension
Answer Location: Clinical Paradigm
Question Type: MC
20. It seems that I keep making the same mistakes as I did when I was younger. I am applying
which premise of the clinical paradigm?
a. Mental life lies outside of conscious awareness
b. Human development is an intra- and interpersonal process
c. There is rationale behind every act
d. How we regulate and express emotions is central to a person’s identity
Ans: B
Cognitive Domain: Application
Answer Location: Clinical Paradigm
Question Type: MC
21. The clinical paradigm shares insight into
a. The subconscious forces of human behavior
b. The conscious mind
c. The effects of clinical therapy
d. The dichotomy of emotions and psyche
Ans: A
Cognitive Domain: Application
Answer Location: Clinical Paradigm
Question Type: MC
22. The origins of the psychodynamic paradigm stem from which scholar’s work?
a. Fromm
b. Freud
c. Maccoby
d. Jung
Ans: B
Cognitive Domain: Knowledge
Answer Location: History of Psychodynamic Approach
Question Type: MC
23. The Kets de Vries Neurotic Organization Study created a new framework for analysis of
organizations proposing that
a. Organizations have their own set of psychological neuroses
b. Followers set the psychological structure of organizations
c. Neuroses of a top leader can be recreated throughout the organization
d. Social dreaming is a way of defining meaning for the organization
Ans: C
Cognitive Domain: Comprehension
Answer Location: History of Psychodynamic Approach
Question Type: MC
24. Which scholar described the term “applied clinical practice” when exploring organizational
processes?
a. Gruenfeld
b. Zaleznik
c. Kats de Vries
d. Hirschhorn
Ans: D
Cognitive Domain: Knowledge
Answer Location: History of Psychodynamic Approach
Question Type: MC
25. The majority of the research of the Tavistock Institute was focused primarily on group
processes in
a. Public organizations
b. Privately held companies
c. Business-based organizations
d. Non-profit organizations
Ans: A
Cognitive Domain: Knowledge
Answer Location: History of Psychodynamic Approach
Question Type: MC
26. Which scholar(s) from the Tavistock Institute completed the 17-year “Glacier Project.”
a. Menninger and Levinson
b. Brown and Jacques
c. Zaleznik
d. Freud
Ans: B
Cognitive Domain: Knowledge
Answer Location: History of Psychodynamic Approach
Question Type: MC
27. Zaleznik and the researchers at the Boston Psychoanalytic Institute were interested in
combining the
a. Psychodynamic approach with clinical practice
b. Psychoanalysis with organizational role analysis
c. Work world with socio-technical systems
d. Work world with the world of psychoanalysis
Ans: D
Cognitive Domain: Comprehension
Answer Location: History of Psychodynamic Approach
Question Type: MC
28. Mitscherlich, post–World War II, published influential work that shaped Germany’s analysis
of the causes of the war and
a. Interpreted the holocaust using the clinical paradigm
b. Opened the field of psychotherapy to the lay public
c. Opened the field of social psychology to a broader audience
d. Interpreted emotions as stemming from negative childhood experiences
Ans: C
Cognitive Domain: Knowledge
Answer Location: History of Psychodynamic Approach
Question Type: MC
29. The history of the psychodynamic approach provides context for the study of leadership by
a. Empirically testing emotional responses to follower actions
b. Providing a chronology of the dynamics and functioning of leaders and organizations
c. Informing leaders about their psychological dysfunctions
d. Studying in the chronology of wartime abuses of power
Ans: B
Cognitive Domain: Comprehension
Answer Location: History of Psychodynamic Approach
Question Type: MC
30. The key concepts within the psychodynamic approach each provide a way of looking at the
hidden dynamics of organizational behavior in order to
a. Decipher the behaviors that lead to positive leadership
b. Decipher the emotional impact of leaders on their followers
c. Decipher the knowledge acquisition necessary for top leader performance
d. Decipher the motives for why people behave the way they do
Ans: D
Cognitive Domain: Comprehension
Answer Location: Key Concepts Psychodynamic Approach
Question Type: MC
31. The focus on the inner theatre concept is described as
a. Experiences with others that contribute to the creation of response patterns
b. Knowledge gained in post-secondary school that defines our behaviors
c. Psychological development in relation to groups
d. Unconscious assumptions about dangerous organizational behaviors
Ans: A
Cognitive Domain: Comprehension
Answer Location: Key Concepts Psychodynamic Approach
Question Type: MC
32. Which of the following is not a key concept within the Psychodynamic Approach?
a. Focus on the inner theatre
b. Focus on the leader-follower relationships
c. Focus on the behavioral norms of organizations
d. Focus on the shadow side of leadership
Ans: C
Cognitive Domain: Knowledge
Answer Location: Key Concepts Psychodynamic Approach
Question Type: MC
33. Which of the following is not one of Bion’s three basic assumptions in groups?
a. Dependency
b. Interdependency
c. Fight-flight
d. Pairing
Ans: B
Cognitive Domain: Knowledge
Answer Location: Key Concepts Psychodynamic Approach
Question Type: MC
34. In the focus on the theatre concept in psychodynamic approach, what does CCRT stand for?
a. Concepts, Considerations, and Reactive Themes
b. Conflictual Considerations and Reactive Teams
c. Core Concepts Relationship Teams
d. Core Conflictual Relationship Themes
Ans: D
Cognitive Domain: Knowledge
Answer Location: Focus on Inner Theatre
Question Type: MC
35. Our early experiences with key individuals like early caregivers contribute to how we
respond to people in other contexts with different people. These responses can be described as
a. Repeated response patterns
b. Conflictual response patterns
c. Reactive team patterns
d. Emotional response patterns
Ans: A
Cognitive Domain: Knowledge
Answer Location: Focus on Inner Theatre
Question Type: MC
36. Relationship themes develop over time that are rooted in
a. Our ego
b. Our internal ordering system
c. Our deepest wishes, needs, and goals
d. Our personality
Ans: C
Cognitive Domain: Comprehension
Answer Location: Focus on Inner Theatre
Question Type: MC
37. In the workplace, we act out core conflictual relationship themes onto others and then react to
others based on
a. Their perceived reactions
b. Their actual actions
c. Their perceived emotions
d. Their demonstrated emotions
Ans: A
Cognitive Domain: Comprehension
Answer Location: Focus on Inner Theatre
Question Type: MC
38. Paying attention to the CCRT of an individual and understanding key relationship conflicts
can
a. Cause conflict among organizational members
b. Cause conflict within personal relationships
c. Produce more effective interpersonal relationships
d. Produce less effective interpersonal relationships
Ans: C
Cognitive Domain: Comprehension
Answer Location: Focus on Inner Theatre
Question Type: MC
39. In Bion’s basic assumptions about groups, what is a potential outcome of these pathological
regressive processes?
a. People regress to behaviors from childhood
b. People are deflected from the main tasks to be performed
c. People end up identifying with the aggressor
d. People contain their anxiety levels
Ans: B
Cognitive Domain: Comprehension
Answer Location: Focus on Leader Follower Relationships
Question Type: MC
40. In Bion’s dependency assumption, when people assume that the leader should offer similar
protection to that provided by parents in early years, this assumption is based on
a. Conscious thought
b. Conscious action
c. Unconscious thought
d. Unconscious action
Ans: C
Cognitive Domain: Comprehension
Answer Location: Focus on Leader Follower Relationships
Question Type: MC
41. Groups that are united by the dependency assumption and readily give up their autonomy
would likely do well with a leader using which leader behavior?
a. Directive
b. Supportive
c. Delegating
d. Impoverished
Ans: A
Cognitive Domain: Application
Answer Location: Focus on Leader Follower Relationships
Question Type: MC
42. Groups in which there is a tendency to split the authority and include avoidance,
absenteeism, and resignation are in which of Bion’s unconscious assumptions?
a. Dependency
b. Social defense
c. Pairing
d. Fight-flight
Ans: D
Cognitive Domain: Comprehension
Answer Location: Focus on Leader Follower Relationships
Question Type: MC
43. In the fight-flight assumption there is a tendency to
a. Split the world into haves and have-nots
b. Split the world into “like me” and “like them”
c. Split the world into friend or foe
d. Split the work into competitive teams
Ans: C
Cognitive Domain: Comprehension
Answer Location: Focus on Leader Follower Relationships
Question Type: MC
44. When some leaders encourage the fight-flight assumption and use in-group/out-group
division for motivation and to reinforce the group’s identity they are misrepresenting the main
premise of which leadership approach?
a. Situational
b. Behavioral
c. Trait
d. LMX
Ans: D
Cognitive Domain: Application
Answer Location: Focus on Leader Follower Relationships
Question Type: MC
45. An unconscious assumption whereby people join with a group or another person who is seen
as powerful and will help them cope with anxiety is called
a. Fight-flight
b. Dependency
c. Pairing
d. Power sharing
Ans: C
Cognitive Domain: Comprehension
Answer Location: Focus on Leader Follower Relationships
Question Type: MC
46. Which of Bion’s assumptions has potential to manifest itself in ganging up against the leader
who is perceived as the aggressor or authority figure?
a. Fight-flight
b. Dependency
c. Pairing
d. Power sharing
Ans: C
Cognitive Domain: Comprehension
Answer Location: Focus on Leader Follower Relationships
Question Type: MC
47. When do people engage in regressive social defenses to neutralize strong tensions in
organizations?
a. When individuals express anger toward the leader
b. When the organization does not provide protection
c. When the organization’s anxieties are not properly managed
d. When organizations are not functioning properly
Ans: C
Cognitive Domain: Comprehension
Answer Location: Social Defense Mechanisms
Question Type: MC
48. Which social defense mechanism is described as seeing one’s own shortcomings in others?
a. Splitting
b. Denial
c. Displacement
d. Projection
Ans: D
Cognitive Domain: Knowledge
Answer Location: Social Defense Mechanisms
Question Type: MC
49. What can happen when leaders try to contain anxiety using existing structures and processes?
a. Reduced creativity and openness to change
b. Ganging up on the group leader
c. Higher independence from group leader
d. Reduced leader control and impersonality
Ans: A
Cognitive Domain: Comprehension
Answer Location: Social Defense Mechanisms
Question Type: MC
50. Taking cues about our own behavior from those around us describes
a. Mimicking
b. Mirroring
c. Reflecting
d. Idealizing
Ans: B
Cognitive Domain: Knowledge
Answer Location: Mirroring and Idealizing
Question Type: MC
51. Mirroring and idealizing can end up having a negative impact on an organization by
a. Leaders admiring and emulating followers
b. Followers becoming more like the leader
c. Followers becoming more like each other
d. Enforcing transferential patterns not based in reality
Ans: D
Cognitive Domain: Knowledge
Answer Location: Mirroring and Idealizing
Question Type: MC
52. What do followers do when they are identifying with the aggressor?
a. They threaten others
b. They resign
c. The hold others to a higher standard
d. They threaten the leader
Ans: A
Cognitive Domain: Application
Answer Location: Identification with Aggressor
Question Type: MC
53. The two sides of narcissism are
a. Constructive and destructive
b. Reactive and destructive
c. Reactive and dependent
d. Constructive and reactive
Ans: D
Cognitive Domain: Knowledge
Answer Location: Focus Shadow Side
Question Type: MC
54. Constructive narcissists have empathy and inspire others to be better at what they do and
even to change what they do. This is similar to the leader behaviors and principles of which other
leadership theory?
a. Path-goal
b. LMX
c. Authentic
d. Transformational
Ans: D
Cognitive Domain: Application
Answer Location: Focus Shadow Side
Question Type: MC
55. It is hard to figure out what is happening in our team. It seems that madness has taken over
not only our boss but most of the team! What is happening in this team?
a. Narcissism
b. Mirroring
c. Folie à deux
d. Transference
Ans: C
Cognitive Domain: Application
Answer Location: Folie à deux
Question Type: MC
56. The essence of how psychodynamic approach informs us about effective leadership is
a. Human behavior is rooted in the underlying motives that govern such behavior
b. Human behavior is rooted in emotional intelligence principles
c. Human behavior is rooted in the principles of Freudian psychology
d. Human behavior can be learned
Ans: A
Cognitive Domain: Knowledge
Answer Location: How Does Psychodynamic Work?
Question Type: MC
57. When comparing environmental constraints or advantages and psychodynamic approach to
leader effectiveness, which of the following statements is true?
a. Environmental constraints have the greatest impact on leader effectiveness.
b. Environmental advantages stymie leader effectiveness.
c. Psychodynamic processes in leader-follower interactions greatly influence leader
effectiveness.
d. Psychodynamic processes in leader-follower interactions are less influential on leader
effectiveness than environmental advantages
Ans: C
Cognitive Domain: Application
Answer Location: How Does Psychodynamic Work?
Question Type: MC
58. What does the psychodynamic study of leadership effectiveness demonstrate more clearly
than other conceptual framework?
a. Recognition that people can develop aggressive behaviors when leaders are aggressive
b. Recognition that people’s emotions affect their behaviors
c. Recognition that early childhood experiences can be overcome
d. Recognition that people differ in their motivational patterns
Ans: D
Cognitive Domain: Application
Answer Location: How Does Psychodynamic Work?
Question Type: MC
59. The essence of leadership according to the psychodynamic approach is
a. The ability to understand the emotion-behavior connection
b. Removing difficult task characteristics helps followers develop
c. The ability to use motivational patterns to influence others
d. Removing conflictual follower interactions leads to leader success
Ans: C
Cognitive Domain: Comprehension
Answer Location: How Does Psychodynamic Work?
Question Type: MC
60. The leader’s ability to use motivational patterns to influence others could also be stated as
a. The ability to force people to do things they would not otherwise do
b. The ability to get people to voluntarily do things they would not otherwise do
c. The ability to motivate others toward a group goal
d. The ability to change follower behaviors against their will
Ans: B
Cognitive Domain: Application
Answer Location: How Does Psychodynamic Work?
Question Type: MC
61. Some scholars researching the psychodynamic approach in organizations look at the dark
side of leadership and the atypical successes of leadership. They realize that
a. Leaders, like followers, are not completely rational
b. Followers, like leaders, want to have power
c. Leaders and followers exchange power for mutual benefit
d. People rise to positional leadership roles because they are rational
Ans: A
Cognitive Domain: Application
Answer Location: How Does Psychodynamic Work?
Question Type: MC
62. A strength of the psychodynamic approach is
a. It focuses on the conscious thoughts and behaviors of leaders
b. It categorizes overt behaviors in organizations
c. It provides broad investigation of organizations
d. It addresses undercurrents of organizational life
Ans: D
Cognitive Domain: Comprehension
Answer Location: Strengths
Question Type: MC
63. Psychodynamic approach involves an in-depth and systemic investigation of a single person,
group, or community. This is
a. A strength of the approach
b. A criticism of the approach
c. An incorrect representation of the approach
d. Easy to incorporate into leadership training programs
Ans: A
Cognitive Domain: Comprehension
Answer Location: Strengths
Question Type: MC
64. Psychodynamic approach focuses primarily on the leader’s personality and leadership style,
while broader systemic organizational issues remain in the background. This is
a. Not an accurate description of the approach
b. Good, because leader personality is critical to team success
c. A strength of the approach
d. A criticism of the approach
Ans: D
Cognitive Domain: Comprehension
Answer Location: Criticisms
Question Type: MC
65. One benefit of integrating a clinical or psychodynamic orientation in leadership development
programs is
a. It focuses exclusively on negative leader behaviors
b. It will help leaders psychoanalyze their followers
c. It will help leaders become “organizational detectives” to uncover the undercurrents within the
organization
d. It will help leaders become more directive and less supportive with followers who have hidden
agendas
Ans: C
Cognitive Domain: Comprehension
Answer Location: Application
Question Type: MC
66. Some executive coaching programs using principles of the psychodynamic approach, which
help executives
a. Be more firm with aggressive followers
b. Be more emotionally involved with aggressive followers
c. Be more conscious of the dark side of leadership
d. Be more conscious and self-aware, which will help them relate to others
Ans: D
Cognitive Domain: Application
Answer Location: Application
Question Type: MC
Multiple Selection
67. The psychodynamic approach looks at human behavior and acknowledges
a. People are unique and paradoxical
b. People are generally psychic
c. People are complex
d. People lack motivation
Ans: A, C
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MS
68. Which of the following are premises of the clinical paradigm?
a. There is irrationality behind every human act
b. There is rationality behind every human act
c. How individuals regulate and express emotions is central to a person’s identity
d. Human development is an intra- and interpersonal process
Ans: B, C, D
Cognitive Domain: Knowledge
Answer Location: Clinical Paradigm
Question Type: MS
69. Which post-World War II research groups applied psychodynamic approach to the study of
organizations?
a. Carle Clinic
b. Greenleaf Institute
c. Cornell Medical School
d. Harvard Business School
Ans: C, D
Cognitive Domain: Comprehension
Answer Location: History of Psychodynamic Approach
Question Type: MS
70. The Tavistock Institute psychoanalysts studied unconscious group functions
a. As an aggregate of individuals
b. In terms of group processing
c. Of the group as a whole
d. As an aggregate of psychodynamic minds
Ans: B, C
Cognitive Domain: Comprehension
Answer Location: History of Psychodynamic Approach
Question Type: MS
71. The Menninger Clinic applied psychodynamic approach to work settings and training
seminars for executives to help them
a. Create worksite mental health clinics
b. Create worksite wellness programs
c. Understand why human beings act as the do
d. In response to a survey of mental health problems in industry
Ans: C, D
Cognitive Domain: Comprehension
Answer Location: History of Psychodynamic Approach
Question Type: MS
72. Levinson extended the work of and collaborated with the work at Menninger Clinic and
applied psychodynamic theory to management and leadership. He linked the failure of managers
to effectively contain anxieties of workers to
a. Low employee turnover
b. High employee turnover
c. Low employee production
d. Employee depression
Ans: C, D
Cognitive Domain: Comprehension
Answer Location: History of Psychodynamic Approach
Question Type: MS
73. Levinson’s work further suggested that systemic organizational problems might be mitigated
by
a. A verbal agreement between leaders and followers
b. A “psychological contract” between leaders and followers
c. A psychological assessment for new employees
d. A psychological role analysis prior to hiring
Ans: A, B
Cognitive Domain: Comprehension
Answer Location: History of Psychodynamic Approach
Question Type: MS
74. Core Conflictual Relationship Themes
a. Occur in childhood but resolve by adulthood
b. Develop from early experiences with key individuals
c. Develop upon physical maturation in late teen years
d. Are recurring relationship patterns that we take into adulthood
Ans: B, D
Cognitive Domain: Comprehension
Answer Location: Focus on Inner Theatre
Question Type: MS
75. Which of the following concepts fall under the key concept within the psychodynamic
approach of focus on the leader-follower relationships?
a. Fight or flight
b. Mirroring and idealizing
c. Core conflictual relationship themes
d. Identification with the aggressor
Ans: A, B, D
Cognitive Domain: Comprehension
Answer Location: Focus on Leader Follower Relationships
Question Type: MS
76. Groups subject to the dependency assumption are united by which of the following?
a. Feelings of sadness
b. Feelings of helplessness
c. Fear of the outside world
d. Wanting to flee the situation
Ans: B, C
Cognitive Domain: Comprehension
Answer Location: Focus on Leader Follower Relationships
Question Type: MS
77. Which is not a social defense mechanism?
a. Pairing
b. Aggression
c. Projection
d. Displacement
Ans: C, D
Cognitive Domain: Knowledge
Answer Location: Social Defense Mechanisms
Question Type: MS
78. Which of the following are transferential processes?
a. Mirroring
b. Dependency
c. Identification
d. Idealizing
Ans: A, D
Cognitive Domain: Knowledge
Answer Location: Mirroring and Idealizing
Question Type: MS
79. Why do some followers resort to a defensive process known as “identification with the
aggressor”?
a. They are confronted with a superior force
b. In response to an aggressive leader
c. Other followers impersonate the leader
d. There is inter-group conflict
Ans: A, B
Cognitive Domain: Application
Answer Location: Identification with Aggressor
Question Type: MS
80. Reactive narcissists tend to fixate on issues of
a. Relationship building
b. Status
c. Superiority
d. Empathy
Ans: B, C
Cognitive Domain: Knowledge
Answer Location: Focus Shadow Side
Question Type: MS
81. Criticisms of the psychodynamic approach include
a. It addresses undercurrents of organizational life
b. It focuses on dysfunctional and atypical behaviors
c. It does not lend itself to training seminars
d. It provides prescriptions for effective interpersonal leadership
Ans: B, C
Cognitive Domain: Comprehension
Answer Location: Criticisms
Question Type: MS
True/False
82. The underlying premise of the psychodynamic approach is that irrational behaviors are the
downfall of organizations.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: TF
83. The dynamics of human behavior are easy to understand.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: TF
84. It is the undercurrents of human behavior that psychodynamic approach attempts to
understand.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: TF
85. The psychodynamic approach has found that people generally lack motivation to do highquality work.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: TF
86. The clinical paradigm in psychodynamic approach attempts to discover how leaders and
organizations really work.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Clinical Paradigm
Question Type: TF
87. One clinical paradigm premise is that much of mental life lies outside of our conscious
awareness.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Clinical Paradigm
Question Type: TF
88. Regulation and expression of emotions is the clinical paradigm premise that forms the basis
for the internalization of mental representations of how we interact with others.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Clinical Paradigm
Question Type: TF
89. The intra- and interpersonal process paradigm says we are products of our past experiences.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Clinical Paradigm
Question Type: TF
90. The overall premise of the clinical paradigm is that behaviors originate from conscious
thought.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: Clinical Paradigm
Question Type: TF
91. One of the post–World War II research groups that applied the psychodynamic approach to
the study of organizations was the Menninger Institute.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: History of Psych Approach
Question Type: TF
92. Kets de Vries found that leaders with neuroses do not spread those neuroses throughout the
rest of the organization.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: History of Psych Approach
Question Type: TF
93. The Brown and Jacques research was completed as part of the Tavistock group.
a. True
b. False
Ans: True
Cognitive Domain: Knowledge
Answer Location: History of Psych Approach
Question Type: TF
94. If managers fail to effectively contain worker anxiety, employees could become depressed.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: History of Psych Approach
Question Type: TF
95. The key concepts of the psychodynamic approach all look at hidden dynamics of
organizations in order to decipher the motives for why people behave the way they do.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: History of Psych Approach
Question Type: TF
96. The psychodynamic approach has some roots in how early childhood experiences influence
how we respond to people.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Focus on Inner Theatre
Question Type: TF
97. When we use the “splitting” social defense mechanism, we are seeing our own shortcomings
in others.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: Social Defense Mechanism
Question Type: TF
98. Narcissism can be constructive.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Focus on Dark Side
Question Type: TF
Essay
99. The study of the usefulness of the psychodynamic approach in studying leadership in
organizational structures is quite different from the way leadership is studied and
recommendations for leadership development that address more observable, conscious, and
rational phenomena. Describe how the concepts of the psychodynamic approach specifically
look at different components of leadership when compared to leadership theories focused on the
behaviors of leaders.
Ans: Answers will vary greatly and the theories students choose to compare to psychodynamic
approach to will also vary. Concepts that should be included about psychodynamic approach are
-That it is studying the more unconscious emotions, thoughts and corresponding behaviors that
leaders may not have the self-awareness or social-awareness to articulate.
-Behaviors and responses to others and different contexts are not only sometimes subconscious
but also based in past experiences, including early childhood caregiver experiences.
-Organizations, and individuals, may have irrational behaviors or make irrational decisions.
Reasons for this can include the four clinical paradigms and the focus on the inner theatre, the
focus on leader-follower relationships, and the focus on the shadow side of leadership sections of
the text.
-Behavioral leadership theories that students would likely use to compare their answers to
psychodynamic concepts: Situational, Path-goal, Transformational, Authentic, Servant.
Cognitive Domain: Analysis
Answer Location: Description and Application
Question Type: Essay
100. There are four basic premises in the Clinical Paradigm. What do all of these premises have
in common as they describe the framework of the psychodynamic approach?
Ans: The premises describe generally unconscious or subconscious emotions, thoughts, feelings,
and actions that occur as we interact with the others and the world around us. While not
necessarily rooted in the workplace or leadership research, the premises help describe why some
leaders or followers may react, often at a subconscious level. These premises are concepts that
generally are not discussed (or not early on) in leadership research and writing but offer a
practical way of looking at how organizations really function.
Cognitive Domain: Application
Answer Location: Clinical Paradigm
Question Type: Essay
101. Much of the psychodynamic approach research and concepts discuss leadership in groups or
organizations. How does the information in the Focus on the Leader-Follower Relationships
directly or more indirectly relate to concepts in the Leader-Member Exchange approach?
Ans: When some leaders encourage the fight-flight assumption, they may end up creating an ingroup/out-group division. This could further create a strong in-group of those followers who feel
a strong connection to the leader, potentially making these followers more dependent on the
leader. Applied to LMX, the goal is for the leader to try to get all followers in the in-group, and
in doing so they develop relationships and partnerships based on social and workplace invitations
to do more than just what is in their job descriptions.
Cognitive Domain: Analysis
Answer Location: Focus on Leader Follower Relationships
Question Type: Essay
102. Is it possible for a narcissistic leader to acquire emotional intelligence?
Ans: Narcissistic leaders exhibit several characteristics that run counter to being emotionally
sensitive to others. For example, they are often unwilling to listen to others and lack selfknowledge. Furthermore, they are overly sensitive to criticism and isolate themselves from
others. These characteristics make developing emotional intelligence (EI) difficult because EI
requires the ability to perceive and express emotions and to effectively manage the emotions in
oneself and in relationships with others. Leaders who do not listen to others, isolate themselves
from others, and resist criticism from others are less likely to develop an understanding of their
own emotions and how these emotions impact their relationships with others.
Cognitive Domain: Analysis
Answer Location: Focus on the Shadow Side of Leadership
Question Type: Essay
Multiple Choice
1. Teams that meet face-to-face
a. Are more effective than virtual teams
b. Are less effective than virtual teams
c. Can be equally as effective as virtual teams
d. Often encounter more interpersonal issues than virtual teams
Ans: C
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
2. The definition of what constitutes a team
a. Is easily defined
b. Is defined the same way by all organizations
c. Continues to evolve
d. Has been defined the same way for a century
Ans: C
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
3. Organizational teams have been the focus of many studies in order to
a. Determine the skill level of the team members
b. Find ways to help less capable members still succeed
c. Support organizational distribution of workload
d. Find strategies for maintaining a competitive advantage
Ans: D
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
4. An advantage that effective teams can bring to organizations is
a. Higher-quality leader and follower exchanges
b. Reduction in overtime worked
c. More innovative and creative success
d. Cost benefits
Ans: C
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
5. The traditional authority structure in organizations
a. Provides a safety net for teams
b. Often does not support lateral decision making
c. Can enhance the team culture
d. Often leads to successful, creative teamwork
Ans: B
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
6. Teamwork as described in the text is
a. Lateral decision making
b. Vertical decision making
c. Hierarchical decision making
d. Team leader decision making
Ans: A
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
7. The term heterarchy refers to
a. The power struggles in teams
b. The shifts in power from team member to top leadership
c. The coercive power shifting in teams
d. The dynamic power shifting in teams
Ans: D
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
8. Heterarchy leads to positive outcomes
a. For all team members
b. For team members who want power
c. If team members find heterarchy legitimate
d. If the top leader makes the final decision
Ans: C
Cognitive Domain: Application
Answer Location: Description
Question Type: MC
9. Teamwork success requires
a. Organizational culture based on authoritarian decision making
b. Organizational culture based on position
c. Organizational culture that is easy to change
d. Organizational culture that supports lateral decision making
Ans: D
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
10. Day et al. refer to shared leadership as
a. Leader distributive method
b. Follower empowerment
c. Team leadership capacity
d. Shared leader capacity
Ans: C
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: MC
11. A benefit of shared leadership compared with a non-shared leadership process is
a. More cohesion
b. More challenges
c. More conflict
d. More disruption
Ans: A
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: MC
12. A disadvantage of shared leadership is
a. There are no disadvantages
b. It involves risk
c. It takes more time
d. Leaders do not like this process
Ans: B
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
13. In the team leadership model, the leader’s job is
a. Take action for all problems
b. Solve team member conflicts
c. Monitor and take appropriate action
d. Use the team as a personal support system
Ans: C
Cognitive Domain: Comprehension
Answer Location: Team Leadership Model
Question Type: MC
14. When the leader sees and interprets the team’s experiences in organizational context it is
called
a. Requisite variety
b. Leader complexity
c. Behavioral flexibility
d. Mental model
Ans: D
Cognitive Domain: Comprehension
Answer Location: Team Leadership Model
Question Type: MC
15. I am a leader who carefully watches the complexity of the situation and takes appropriate
actions. I am using
a. Requisite variety
b. Mental modeling
c. Environmental actions
d. Social modeling
Ans: A
Cognitive Domain: Comprehension
Answer Location: Team Leadership Model
Question Type: MC
16. The leader must match appropriate behaviors with a team member’s problem. This is similar
to the basic concepts in which theory?
a. Leader-member exchange
b. Situational approach
c. Authentic leadership
d. Servant leadership
Ans: B
Cognitive Domain: Application
Answer Location: Team Leadership Model
Question Type: MC
17. What are the two critical functions of team effectiveness in Hill’s model?
a. Development and analysis
b. Performance and leader outcomes
c. Leadership outcomes and analysis
d. Performance and development
Ans: D
Cognitive Domain: Comprehension
Answer Location: Team Effectiveness
Question Type: MC
18. In Hill’s Team Leadership Model, the cohesiveness of the team and the ability of team
members to satisfy their own needs while working effectively with other team members defines
a. Development
b. Commitment
c. Recognition
d. Results-driven leadership
Ans: A
Cognitive Domain: Comprehension
Answer Location: Team Effectiveness
Question Type: MC
19. Which of the following is not one of Hackman’s six enabling conditions of effective team
functioning?
a. Real team
b. Clear conduct norms
c. Compelling purpose
d. Collaborative climate
Ans: D
Cognitive Domain: Knowledge
Answer Location: Team Effectiveness
Question Type: MC
20. Which of Larson & LaFasto’s characteristics of team excellence is associated with
Hackman’s “clear norms of conduct”?
a. Compelling purpose
b. Unified commitment
c. Standards of excellence
d. Competent team members
Ans: C
Cognitive Domain: Knowledge
Answer Location: Team Effectiveness
Question Type: MC
21. Which of Larson & LaFasto’s characteristics of team excellence is associated with
Hackman’s “team focused coaching”?
a. Compelling purpose
b. Principled leadership
c. Standards of excellence
d. Competent team members
Ans: B
Cognitive Domain: Knowledge
Answer Location: Team Effectiveness
Question Type: MC
22. Which of Larson & LaFasto’s characteristics of team excellence is associated with
Hackman’s “real team”?
a. Results-driven structure
b. Unified commitment
c. Standards of excellence
d. Supportive organizational structure
Ans: B
Cognitive Domain: Knowledge
Answer Location: Team Effectiveness
Question Type: MC
23. Our team leader outlined the objectives of our new project and identified our expected
outcomes. Our leader was using which characteristic of team excellence?
a. Clear, elevating goal
b. Clear norms of conduct
c. Collaborative climate
d. Principled leadership
Ans: A
Cognitive Domain: Application
Answer Location: Team Effectiveness
Question Type: MC
24. Our emergency room medical team has clear tasks for each member, a code of conduct we
implement each day, and a group that functions well together. Our team is displaying which
characteristic of team excellence?
a. Clear, elevating goal
b. Results-driven structure
c. Collaborative climate
d. Principled leadership
Ans: B
Cognitive Domain: Application
Answer Location: Team Effectiveness
Question Type: MC
25. Our team has just the right mix of people with complementary skills and strengths. Our team
is displaying which characteristic of team excellence?
a. Standards of excellence
b. Clear norms of conduct
c. Competent team members
d. Principled leadership
Ans: C
Cognitive Domain: Application
Answer Location: Team Effectiveness
Question Type: MC
26. Our food product development team has an excellent sense of team unity and employs a
spirit of camaraderie in daily operations together. Which characteristic of team excellence is our
team displaying?
a. Results-driven structure
b. Clear norms of conduct
c. Coaching atmosphere
d. Unified commitment
Ans: D
Cognitive Domain: Application
Answer Location: Team Effectiveness
Question Type: MC
27. I enjoy working with this team because we all trust each other and respect what each person
brings to the team. Which characteristic of team excellence am I displaying?
a. Collaborative climate
b. Clear norms of conduct
c. Coaching atmosphere
d. Unified commitment
Ans: A
Cognitive Domain: Application
Answer Location: Team Effectiveness
Question Type: MC
28. We all feel committed to do our best because as a team we created our code of conduct and
performance criteria together. Which characteristic of team excellence is our team displaying?
a. Results-driven structure
b. Standards of excellence
c. Real team
d. Unified commitment
Ans: B
Cognitive Domain: Application
Answer Location: Team Effectiveness
Question Type: MC
29. Our organization provides us with the resources we need to complete our team projects and
has a generous bonus system if we exceed standards and meet deadlines. Which characteristic of
team excellence is our organization displaying?
a. Results-driven structure
b. Internal support and recognition
c. External support and recognition
d. Collaborative climate
Ans: C
Cognitive Domain: Application
Answer Location: Team Effectiveness
Question Type: MC
30. I am a leader who is focused on influencing the team in positive ways to be effective. Which
characteristic of team excellence am I displaying?
a. Results-driven structure
b. Compelling purpose
c. External support and recognition
d. Principled leadership
Ans: D
Cognitive Domain: Application
Answer Location: Team Effectiveness
Question Type: MC
31. The principled leadership characteristic of team excellence is central to team effectiveness,
influencing the team through four processes. Which is not one of these processes?
a. Cognitive
b. Collaborative
c. Motivational
d. Coordination
Ans: B
Cognitive Domain: Knowledge
Answer Location: Team Effectiveness
Question Type: MC
32. Slow-to-act leaders might affect the team by
a. Increased positional leadership
b. Decreased decision effectiveness
c. Encouraging team members to emerge as leaders
d. Preventing problems from getting out of control
Ans: C
Cognitive Domain: Comprehension
Answer Location: Leadership Decisions
Question Type: MC
33. The team I am leading is in conflict with constant infighting and little focus on the project’s
goals. I should take
a. External task action
b. Internal task action
c. Internal relational action
d. External environmental action
Ans: C
Cognitive Domain: Application
Answer Location: Leadership Decisions
Question Type: MC
34. My team gets along well with one another and has worked together for a long time and
consistently exceeded its goals despite recent changes in our company. Recently, the organization
has made some reporting structure changes and has had to reduce the workforce from budgetary
constraints on the company. Applying McGrath’s critical leadership functions, I need to
a. Do internal monitoring
b. Take internal executive action
c. Do external monitoring
d. Take external executive action
Ans: C
Cognitive Domain: Application
Answer Location: Leadership Decisions
Question Type: MC
35. External environmental actions include
a. Coaching
b. Structuring for results
c. Modeling principles
d. Advocating
Ans: D
Cognitive Domain: Knowledge
Answer Location: Leadership Actions
Question Type: MC
36. What needs to happen for the team to effectively perform and to have solid development?
a. Leadership decisions must monitor or take action
b. Leadership decisions must be centered on internal action only
c. Leadership decisions must be centered on external action only
d. Leadership decisions must monitor internal environmental actions
Ans: A
Cognitive Domain: Application
Answer Location: Leadership Actions
Question Type: MC
37. When a leader uses skills to improve the task performance effectiveness of the team he is
using
a. Environmental leadership monitoring processes
b. External leadership action processes
c. Internal relational leadership actions
d. Internal task leadership actions
Ans: D
Cognitive Domain: Comprehension
Answer Location: Leadership Actions
Question Type: MC
38. I am using controlling, coordinating, mediating and synthesizing as I focus on issues to help
the team complete goals. Which type of leadership decision making am I using?
a. Internal relationship actions
b. External relationship actions
c. Internal task actions
d. Environmental assessment actions
Ans: C
Cognitive Domain: Comprehension
Answer Location: Leadership Actions
Question Type: MC
39. One of my team members constantly has his ideas minimized by other group members. He
appears disheartened and has withdrawn from the team brainstorming processes. I should
employ which internal relational leadership action with this team?
a. Goal focusing
b. Satisfying individual member needs
c. Modeling ethical practices
d. Buffering team members from environmental distractions
Ans: B
Cognitive Domain: Comprehension
Answer Location: Leadership Actions
Question Type: MC
40. Negotiating upward to secure necessary resources, support, and recognition for the team is an
example of
a. An external environmental leadership action
b. A relational external leadership action
c. A task internal leadership action
d. A relational internal leadership action
Ans: A
Cognitive Domain: Knowledge
Answer Location: Leadership Actions
Question Type: MC
41. When the leader assessment of the team has determined that the team is functioning well,
what should the leader do?
a. Take appropriate action
b. Nothing
c. Monitor the internal and external environments
d. Provide relational coaching
Ans: C
Cognitive Domain: Comprehension
Answer Location: How Does Team Leadership Work?
Question Type: MC
42. One strength of the team leadership model is
a. Its complexity
b. Changes in leaders disrupt the team process
c. Its prescriptive nature
d. Its application to real-life organizations
Ans: D
Cognitive Domain: Comprehension
Answer Location: Strengths
Question Type: MC
43. Which of the following is not a strength of the team leadership model?
a. Its complexity
b. It provides a cognitive guide to aid leaders in maintaining effective teams
c. Shared leadership works for all team members’ skill levels
d. It provides for a shared leadership model in organizations
Ans: A
Cognitive Domain: Comprehension
Answer Location: Strengths
Question Type: MC
44. Which of the following is not a criticism of the team leadership model?
a. Its complexity
b. It includes only a partial list of skills leaders might use to make team decisions
c. Shared leadership might not work for all team members’ skill levels
d. It provides a cognitive guide to aid leaders in maintaining effective teams
Ans: D
Cognitive Domain: Comprehension
Answer Location: Criticisms
Question Type: MC
45. According to team leadership theory, the leader is primarily
a. An analyst for diagnosing group deficiencies.
b. A medium for processing information.
c. A forecaster for anticipating environmental changes.
d. A judge for establishing acceptable procedures.
Ans: B
Cognitive Domain: Comprehension
Answer Location: Team Leadership Model
Question Type: MC
46. In team leadership theory, two of the leader's primary decisions are
a. To build a vision and implement change.
b. To monitor or take action.
c. To be a role model and an innovator.
d. To organize and to control.
Ans: B
Cognitive Domain: Comprehension
Answer Location: Team Leadership Model
Question Type: MC
47. McGrath describes diagnosing group deficiencies as part of
a. Monitoring/internal.
b. Executive action/internal.
c. Monitoring/external.
d. Executive action/external.
Ans: A
Cognitive Domain: Comprehension
Answer Location: Leadership Decisions
Question Type: MC
48. For leaders, McGrath's critical leadership functions do not include which type of group
leadership function?
a. Diagnosing group deficiencies
b. Preventing deleterious changes
c. Negating remedial action
d. Forecasting environmental changes
Ans: C
Cognitive Domain: Comprehension
Answer Location: Leadership Decisions
Question Type: MC
49. According to Zaccaro, principled leadership influences team effectiveness through these
processes:
a. Supporting, controlling, delegating, and directing.
b. Cognitive, motivational, affective, and integrative.
c. Forming, storming, norming, and performing.
d. Technical, interpersonal, intrapersonal, and empathetical.
Ans: B
Cognitive Domain: Comprehension
Answer Location: Principled Leadership
Question Type: MC
50. Leadership decisions include all of the following except
a. Task or relational
b. Overt or covert
c. Monitor or take action
d. Internal or external
Ans: B
Cognitive Domain: Comprehension
Answer Location: Leadership Decisions
Question Type: MC
51. Team effectiveness is evaluated on these desired team outcomes:
a. Performance and development.
b. Norming and forming.
c. Technical and empathetical.
d. Controlling and delegating.
Ans: A
Cognitive Domain: Comprehension
Answer Location: Team Effectiveness
Question Type: MC
52. Characteristics of team effectiveness include all of the following except
a. Unified commitment.
b. Relationship-driven structure.
c. External support.
d. Collaborative climate.
Ans: B
Cognitive Domain: Knowledge
Answer Location: Team Effectiveness
Question Type: MC
53. Internal relational leadership actions include all of these except
a. Collaborating: including, involving.
b. Managing conflict and power issues.
c. Building commitment.
d. Networking and forming alliances.
Ans: D
Cognitive Domain: Knowledge
Answer Location: Team Effectiveness
Question Type: MC
54. Which of the following is not one of the characteristics of team excellence, according to
Larson and LaFasto?
a. Results-driven structure.
b. Collaborative climate.
c. Authoritative leadership.
d. Clear, elevated goal.
Ans: C
Cognitive Domain: Comprehension
Answer Location: Team Effectiveness
Question Type: MC
55. External leadership actions include:
a. Relational.
b. Environmental.
c. Leadership decisions.
d. Task.
Ans: B
Cognitive Domain: Knowledge
Answer Location: Leadership Actions
Question Type: MC
56. What scholar(s) provided grounded research support for the group effectiveness approach?
a. Hackman and Walton
b. McGrath
c. Larson and LaFasto
d. Hill
Ans: A
Cognitive Domain: Knowledge
Answer Location: Team Effectiveness
Question Type: MC
57. Hill's model for team leadership suggests what number of leadership decisions a leader must
make before taking leadership actions?
a. 4
b. 3
c. 7
d. 5
Ans: B
Cognitive Domain: Knowledge
Answer Location: Team Model of Leadership
Question Type: MC
58. McGrath suggests preventing deleterious changes as part of
a. Monitoring/internal.
b. Executive action/internal.
c. Monitoring/external.
d. Executive action/external
Ans: D
Cognitive Domain: Comprehension
Answer Location: Leadership Decisions
Question Type: MC
59. Team leadership research started focusing on more than just outcomes in the
a. 1990s.
b. 1960s.
c. 1980s.
d. 1970s.
Ans: A
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: MC
60. A criticism of the team leadership model is
a. It does not place the ongoing work group in an environmental context.
b. It neglects to account for the changing roles of leaders in organizations.
c. It is too complex and isn't practical for a growing number of team leaders.
d. It does not help in selecting team leaders.
Ans: C
Cognitive Domain: Comprehension
Answer Location: Criticisms
Question Type: MC
61. What scholar(s) studied real-life successful teams and found eight characteristics that were
consistently associated with team excellence?
a. Hackman and Walton
b. Hill
c. Larson and LaFasto
d. McGrath
Ans: C
Cognitive Domain: Comprehension
Answer Location: Leadership Effectiveness
Question Type: MC
62. The team leadership model puts who or what in the driver's seat of team effectiveness?
a. Leaders
b. Leadership
c. Management
d. Team members
Ans: B
Cognitive Domain: Comprehension
Answer Location: Team Leadership Model
Question Type: MC
63. Team leaders need to construct a mental model to
a. Identify problems and solutions within the team.
b. Take simple problems and find hidden complexities.
c. Improve their communication skills.
d. Give team members the role of problem solving.
Ans: A
Cognitive Domain: Comprehension
Answer Location: Team Leadership Model
Question Type: MC
64. Liz is a team leader at a local grocery store. Recently, her boss said that she needs to address
the negative attitudes of employees. To try and fix this problem, she has begun awarding giftcards to employees who have great attitudes. What internal leadership intervention is Liz
addressing?
a. Managing conflict
b. Facilitating decisions
c. Goal focusing
d. Satisfying needs
Ans: C
Cognitive Domain: Application
Answer Location: Leadership Decisions
Question Type: MC
65. According to McGrath, “taking remedial action” is part of
a. Executive action/external.
b. Executive action/internal.
c. Monitor/external.
d. Monitor/internal.
Ans: B
Cognitive Domain: Comprehension
Answer Location: Leadership Decisions
Question Type: MC
66. Internal task leadership actions include all of the following except
a. Collaborating.
b. Goal focusing.
c. Structuring for results.
d. Organizing.
Ans: A
Cognitive Domain: Know
Answer Location: Leadership Actions
Question Type: MC
67. What model attempts to integrate mediation and monitoring concepts with team
effectiveness?
a. Team leadership model
b. Critical leadership functions model
c. Group effectiveness model
d. Team excellence model
Ans: A
Cognitive Domain: Comprehension
Answer Location: Team Leadership Model
Question Type: MC
68. Forecasting environmental changes fits into what quadrant of the critical leadership
functions?
a. Monitor/internal
b. Monitor/external
c. Executive action/internal
d. Executive action/external
Ans: B
Cognitive Domain: Comprehension
Answer Location: Leadership Actions
Question Type: MC
69. Examples of organizational teams can include all of the following except
a. Task force.
b. Work unit.
c. Quality team.
d. Project manager.
Ans: D
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: MC
Multiple Selection
70. Outcomes of effective organizational teams include
a. Reduced productivity
b. Greater productivity
c. Less use of resources
d. Higher-quality end products
Ans: B/D
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
71. Parameters that define the term “team” in the text include
a. Interdependent members
b. Intradependent members
c. Need to coordinate efforts
d. Desire to collaborate
Ans: A, C
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MS
72. Workplace reliance on teams in modern workplaces is due in part to
a. Globalization
b. Flattening of organizational structures
c. Need to reduce stress in the workplace
d. Increasing need for hierarchical structures
Ans: A, B
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MS
73. Team-based and technology-enabled organizational structures
a. Are part of hierarchical organizations
b. Are found in organizations with flatter structures
c. Rely on teams using new and robust technology
d. Are found in organizations in the same geographical location
Ans: B, C
Cognitive Domain: Application
Answer Location: Description
Question Type: MS
74. Distributive team leadership functions can be performed by
a. The formal team leader
b. A team member
c. Someone on another team
d. A collaborative member of another team
Ans: A, B
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MS
75. To achieve team effectiveness, the team leader must
a. Analyze internal situations
b. Analyze external situations
c. Ask team members their opinion
d. Implement appropriate responses
Ans: A, B, D
Cognitive Domain: Comprehension
Answer Location: Team Leadership Model
Question Type: MS
76. Which of the following are included in the types of leadership decisions to be made in Hill’s
model of team leadership?
a. Assess and define
b. Monitor or intervene
c. Task or relationship actions
d. Support or intervene
Ans: B, C
Cognitive Domain: Comprehension
Answer Location: Leadership Decisions
Question Type: MS
77. When I am monitoring the team by watching and assessing how the team is functioning as a
whole I am
a. Monitoring the internal environment
b. Monitoring the external environment
c. Monitoring the organizational resource environment
d. Monitoring the external team conflicts
Ans: A, B
Cognitive Domain: Comprehension
Answer Location: Leadership Decisions
Question Type: MS
78. Taking executive action that is remedial is
a. An internal action
b. An external action
c. An external monitoring process
d. A task or relationship internal action
Ans: A, D
Cognitive Domain: Comprehension
Answer Location: Leadership Decisions
Question Type: MS
79. Internal task-oriented leadership actions include
a. Goal focusing
b. Managing conflict
c. Networking
d. Facilitating decisions
Ans: A, D
Cognitive Domain: Knowledge
Answer Location: Leadership Actions
Question Type: MS
80. The team leadership model
a. Can be applied in many types of teams
b. Can be applied in teams in many different types of organizations
c. Lacks applicability to structured teams
d. Lacks applicability to teams with leaders of variable skills
Ans: A, B
Cognitive Domain: Comprehension
Answer Location: Application
Question Type: MS
81. The critical function of a leader in the team leadership model is to help the team accomplish
its goals by
a. Using group development theory to apply correct actions
b. Taking fast action to avoid team conflict
c. Taking requisite action based on diagnostic factors
d. Monitoring and diagnosing the team
Ans: C, D
Cognitive Domain: Comprehension
Answer Location: Summary
Question Type: MS
True/False
82. Current research on groups focuses more on team variables than exclusively on outcomes of
team performance.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: TF
83. Team goals need to be very clear.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: TF
84. Flatter organizations refer to the trend of shifting decision-making powers upward in the
organizational hierarchy.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: TF
85. The functional perspective on group leadership contends that the leader has a special
responsibility to do whatever is necessary to meet the needs of the group.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Team Leadership Model
Question Type: TF
86. According to team leadership theory, individuals other than the formal leader can perform the
critical leadership functions.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: Leadership Decisions
Question Type: TF
87. Most experts agree that team leadership is a simple process.
a. True
b. False
Ans: False
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: TF
88. A mistake commonly made is to call a work group a “team” but treat it as a collection of
individuals.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: TF
89. Effective team leaders need to have a wide repertoire of skills.
a. True
b. False
Ans: True
Cognitive Domain: Knowledge
Answer Location: Team Leadership Model
Question Type: TF
90. Networking and advocating are examples of external team leadership actions.
a. True
b. False
Ans: True
Cognitive Domain: Knowledge
Answer Location: Leadership Actions
Question Type: TF
91. The team leadership model provides the leader or a designated team member with a mental
road map to diagnose team problems.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Team Leadership Model
Question Type: TF
92. Teams with distributed leadership have some advantages over single leader teams.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: TF
93. In virtual teams, relational functions are more critical than in traditional, face-to-face teams.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: TF
94. If team goals are unclear, an internal relational intervention is needed to focus on building
commitment.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: Leadership Decisions
Question Type: TF
95. Leader effectiveness should be assessed along with team effectiveness in the team leadership
model.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Team Leadership Model
Question Type: TF
Essay
96. Describe the monitoring function of team leadership. How does it change in a fast-paced
environment?
Ans: Functions as tool to assess whether the leader needs to step in and repair problem. Includes
continual scanning and observing both the internal functions of the team and the team’s
environment, as well as the need to gather, analyze, organize, and interpret information to make
informed decisions.
Cognitive Domain: Application
Answer Location: Leadership Decisions
Question Type: Essay
97. Much of the effectiveness of the team leadership model depends on accurate diagnoses of
team problems. What skills does this require? What can a leader do to improve skill in this
area?
Ans: Types of possible skills include being behaviorally flexible; conceptual skills; and being
perceptive, open, objective, analytical, and a good listener. Students may mention traits as well
(i.e., intelligence, confidence). Improvement mainly comes from experience and practice.
Cognitive Domain: Application
Answer Location: Leadership Decisions
Question Type: Essay
98. How does management of virtual teams differ from face-to-face teams? Do all parts of the
team leadership model apply as well to virtual teams?
Ans: It is important for virtual leaders to be able to “read” the contexts of silences and
misunderstandings without normal cues to guide them. They need to be very aware of team flow
to anticipate when action is needed and deadlines will not be met. Virtual team leaders should
apply all parts of the team leadership model. They must be even more attentive and aware of all
parts of the model due to the added challenges of virtual leadership.
Cognitive Domain: Application
Answer Location: Leadership Decisions
Question Type: Essay
99. How can a leader create unified commitment on a team?
Ans: Using characteristics of team effectiveness (i.e., enabling structure, expert coaching, clear
direction); creating a “collaborative climate”; and getting members to invest in the “clear,
elevating goal”. The text also suggests that “team spirit can be developed by involving members
in all aspects of the process.”
Cognitive Domain: Application
Answer Location: Team Effectiveness
Question Type: Essay
100. Hypothetically, the decision-making steps involved in the team leadership model could be
done by any member of the team. Under what conditions would a team need to have more than
just the leader monitoring and intervening?
Ans: Ideally a team would have skilled members, all of whom could monitor the group’s actions
at all times. Any member might see a problem that needs to be addressed and decide to take an
action. Such shared leadership would be particularly helpful in a team that has internal task and
relational problems as well as external problems. The team leader might not be able to address all
of the problems simultaneously. For example, team members might intervene internally to
improve interpersonal problems while the leader focuses on intervening on the task issue. And
together the leader and members could focus on dealing with the external problems. Team
leaders do not always accurately diagnose team problems, and having team members also
monitoring and taking requisite action can lead to greater effectiveness.
Cognitive Domain: Analysis
Answer Location: Leadership Decisions
Question Type: Essay
101. Gender is not mentioned as a relevant factor in this model, but has been mentioned in
previous chapters of our textbook. How would Watson and Hoffman (2004) predict that male
and female leaders would be perceived when using the team leadership model? What would you
predict?
Ans: Because so much of the decision making in the team leadership model is task related,
Watson and Hoffman would predict equal influence and team performance outcomes for men
and women leaders. However, women leaders would be rated lower on likability and leadership,
which might affect team effectiveness factors such as collaborative climate. If the decisionmaking process involved more internal relational decisions, one might expect women to be rated
equal to men or perhaps even more highly.
Cognitive Domain: Analysis
Answer Location: Leadership Decisions
Question Type: Essay
Multiple Choice
1. _______________ argued that the major activities of management and leadership are played out
differently; but both are essential to an organization
a. Jago
b. Zaleznik
c. Kotter
d. Bass
Ans: C
Cognitive Domain: Knowledge
Answer Location: Leadership and Management
Question Type: MC
2. Power is described as
a. A relational concern for both leaders and followers
b. Use of force over others to manipulate them
c. Letting any follower do whatever he or she wants
d. Forcing people to engage in extreme behaviors
Ans: A
Cognitive Domain: Comprehension
Answer Location: Leadership and Power
Question Type: MC
3. The “Great Man/Person” trait definition of leadership
a. Is about the interaction between leaders and followers
b. Can be learned
c. Is restricted to those with inborn talent, qualities, or characteristics
d. Is about developing leadership skills
Ans: C
Cognitive Domain: Knowledge
Answer Location: Leadership Described
Question Type: MC
4. The four key elements of the definition of leadership used in the text are
a. Trait, goal, emergent, expert
b. Process, influence, group, goal
c. Values, ethics, process, performance
d. Capability, competency, skill, relationship
Ans: B
Cognitive Domain: Comprehension
Answer Location: Leadership Defined
Question Type: MC
5. In their discussion about management and leadership, Bennis and Nanus said that leaders
a. “Do things right”
b. “Do the right thing”
c. “Do what followers want”
d. “Do enough to get the job done”
Ans: B
Cognitive Domain: Comprehension
Answer Location: Leadership and Management
Question Type: MC
6. People in the organization like me because I know what I am doing and share knowledge with
followers. I have
a. Position power
b. Personal power
c. Information power
d. Legitimate power
e. Reward power
Ans: B
Cognitive Domain: Comprehension
Answer Location: Leadership and Power
Question Type: MC
7. Chief executive officers of any company have
a. Legitimate power
b. Referent power
c. Expert power
d. Personal power
e. Emergent power
Ans: A
Cognitive Domain: Comprehension
Answer Location: Leadership and Power
Question Type: MC
8. I can emerge as the leader in my group project by
a. Telling all group members exactly what to do
b. Communicating and listening well with group members
c. Sitting at the head of the table
d. Being designated by the instructor as the group leader
Ans: B
Cognitive Domain: Comprehension
Answer Location: Assigned versus Emergent Leadership
Question Type: MC
9. Kellerman argues that in the last forty years there has been a shift in leadership power from
a. Shared power to top down power
b. Leader dominated power to shared power with followers
c. Follower dominated power to shared power with leaders
d. Referent power focus to coercive power focus
Ans: B
Cognitive Domain: Analysis
Answer Location: Leadership and Power
Question Type: MC
10. Information power is
a. Associated with having formal job authority
b. Based on followers liking of their leader
c. Derived from having the ability to provide rewards
d. Focused on the social contract between leaders and followers
e. Derived from possessing knowledge that others want or need
Ans: E
Cognitive Domain: Knowledge
Answer Location: Leadership and Power
Question Type: MC
11. Who is said to engage leadership?
a. Followers
b. Groups
c. Organizations
d. Leaders
Ans: D
Cognitive Domain: Analysis
Answer Location: Definition and Components
Question Type: MC
12. Who is responsible for the leadership process?
a. Followers
b. Leaders
c. Organizations
d. Followers and leaders
Ans: D
Cognitive Domain: Analysis
Answer Location: Definition and components
Question Type: MC
13. The common goals element of the definition of leadership means
a. Leaders and followers have a mutual purpose
b. Leaders and followers have similar personalities
c. Leaders and followers have similar interests
d. Leaders and followers have a mutual desire for power
Ans: A
Cognitive Domain: Comprehension
Answer Location: Definition and components
Question Type: MC
14. The statement “She/he is born to be a leader” suggests a
a. Process definition of leadership
b. Trait definition of leadership
c. Gender bias definition of leadership
d. Coercive definition of leadership
Ans: B
Cognitive Domain: Comprehension
Answer Location: Definition and components
Question Type: MC
15. Social identity theory would suggest leadership emergence occurs when
a. The group identifies with the leader
b. They acquire the skills to do the job well
c. The group assigns them the role of leader
d. They become most like the group prototype
Ans: D
Cognitive Domain: Comprehension
Answer Location: Assigned versus Emergent Leadership
Question Type: MC
16. Coercive leadership
a. Is not allowing a player to play in competition because he or she was late to practice
b. Is forcing followers to engage in extreme behaviors
c. Is using the influence relationship to affect change
d. Is supporting ethical behavior amongst team members
Ans: B
Cognitive Domain: Analysis
Answer Location: Leadership and Coercion
Question Type: MC
17. To coerce means to
a. Influence others toward a common goal
b. Influence others to behave ethically
c. Influence others to do something against their will
d. Influence others using positive rewards
Ans: C
Cognitive Domain: Comprehension
Answer Location: Leadership and Coercion
Question Type: MC
18. Non-leadership is
a. A relational interaction between a group of people toward common goals
b. Sharing goal development with followers
c. Leadership that is focused on individual goals
d. Leadership that is focused on working with followers to achieve common goals
Ans: C
Cognitive Domain: Comprehension
Answer Location: Leadership and Coercion
Question Type: MC
19. The primary functions of leadership are
a. Directing, ruling, encouraging
b. Aligning, visioning, inspiring
c. Building, maintaining, staffing
d. Budgeting, controlling, problem solving
Ans: B
Cognitive Domain: Comprehension
Answer Location: Leadership and Management
Question Type: MC
20. Simonet and Tett (2012) found that management is distinct from leadership by
a. Extrinsic motivation
b. Intrinsic motivation
c. Strategic planning
d. Creative thinking
Ans: A
Cognitive Domain: Comprehension
Answer Location: Leadership and Management
Question Type: MC
21. Differences between management and leadership include
a. Leaders are emotionally involved, whereas managers have low emotional involvement
b. Managers shape ideas, whereas leaders are reactive in solving problems
c. Leaders are unidirectional influencers, whereas managers are multidirectional influencers
d. Leaders are controlling, whereas managers are motivating
Ans: A
Cognitive Domain: Comprehension
Answer Location: Leadership and Management
Question Type: MC
22. The primary functions of management are
a. Producing change and movement
b. Producing positive leadership outcomes
c. Producing a creative vision
d. Producing order and consistency
Ans: D
Cognitive Domain: Comprehension
Answer Location: Leadership and Management
Question Type: MC
23. One key to emerging as a leader
a. Is to be perceived by others as likable and knowledgeable
b. Is to be forceful in asserting your opinions
c. Is to avoid listening to opposing opinions
d. Is to be perceived by others as commanding and dominant
Ans: A
Cognitive Domain: Comprehension
Answer Location: Assigned versus Emergent
Question Type: MC
24. Which of the following bases of power are considered personal power?
a. Information
b. Referent
c. Coercive
d. Reward
e. Legitimate
Ans: B
Cognitive Domain: Comprehension
Answer Location: Leadership and Power
Question Type: MC
25. Scholarly research and popular work on the nature of leadership exploded in this decade
a. 1950
b. 1960
c. 1970
d. 1980
Ans: D
Cognitive Domain: Knowledge
Answer Location: Leadership Defined
Question Type: MC
26. The emerging approach called servant leadership
a. Focuses on followers needs
b. Focuses on traits
c. Focuses on adapting to solve problems
d. Focuses on spirituality
Ans: A
Cognitive Domain: Comprehension
Answer Location: Leadership Defined
Question Type: MC
27. Which way of classifying leadership involves capabilities to make leadership possible?
a. Group process
b. Personality
c. Skills
d. Power
Ans: C
Cognitive Domain: Comprehension
Answer Location: Leadership Defined
Question Type: MC
28. The process definition of leadership implies
a. Leadership is linear
b. Leadership is one-way, top-down
c. Leadership is leader centered
d. Leadership is reciprocal between leaders and followers
Ans: D
Cognitive Domain: Knowledge
Answer Location: Definition and Components
Question Type: MC
29. Although there are clear differences between management and leadership,
a. There is little research to support one or the other
b. Leadership is more valued than management
c. The two constructs overlap
d. Management is more valued than leadership
Ans: C
Cognitive Domain: Comprehension
Answer Location: Leadership and management
Question Type: MC
30. Argued that leaders and managers are distinct; they are different types of people
a. Jago
b. Zaleznik
c. Kotter
d. Bass
e. Burns
Ans: B
Cognitive Domain: Knowledge
Answer Location: Leadership and management
Question Type: MC
31. Leaders' power to provide pay raises and promotions is
a. Reward
b. Coercive
c. Legitimate
d. Referent
e. Expert
Ans: A
Cognitive Domain: Comprehension
Answer Location: Leadership and Power
Question Type: MC
32. Defining leadership as a process means
a. It is a transactional event.
b. It is focused on influence.
c. It is an inborn trait or characteristic
d. It may only take place in groups.
Ans: C
Cognitive Domain: Knowledge
Answer Location: Leadership Defined
Question Type: MC
33. The following is not one of the classifications for a definition of leadership:
a. The focus of group process
b. An artistic process
c. A behavior
d. A personality trait
e. An instrument of goal achievement
Ans: B
Cognitive Domain: Comprehension
Answer Location: Leadership Defined
Question Type: MC
34. The primary functions of management are
a. Planning, organizing, staffing, and controlling.
b. Forming, storming, norming, and reforming.
c. Building, breaking down, rebuilding, and maintaining.
d. Ruling, listening, adapting, and adjusting.
e. Directing, framing, extending, and encouraging.
Ans: A
Cognitive Domain: Knowledge
Answer Location: Leadership and management
Question Type: MC
35. Some positive communication behaviors that account for successful leader emergence are
a. Sense of humor, facial expressiveness.
b. Being dominant, speaking frequently.
c. Differentiating oneself from the group, challenging group norms.
d. Being informed, initiating new ideas.
Ans: D
Cognitive Domain: Comprehension
Answer Location: Assigned versus Emergent
Question Type: MC
36. Leadership definitions have evolved during the 20th century in the following way:
a. The trait approach remains the most popular approach over time.
b. A leader's power remains a key requirement for goal accomplishment.
c. Focus on leadership effectiveness became prominent in the 1970s.
d. Leadership research peaked in the 1980s.
Ans: D
Cognitive Domain: Comprehension
Answer Location: Leadership Defined
Question Type: MC
37. Fisher associates all of the following positive communication behaviors with emergent
leadership, except
a. Being verbally involved
b. Establishing roles
c. Seeking others' opinions
d. Initiating new ideas
Ans: B
Cognitive Domain: Comprehension
Answer Location: Assigned versus Emergent
Question Type: MC
38. You are told you need to work weekends. Your supervisor gives you a pay raise in return.
What type of power is your supervisor using?
a. Referent
b. Expert
c. Legitimate
d. Reward
e. Coercive
Ans: D
Cognitive Domain: Comprehension
Answer Location: Leadership and Power
Question Type: MC
39. Leadership is a phenomenon that takes place in the context of the interaction between leaders
and followers. This viewpoint would suggest leadership is accessible by all:
a. Reward
b. Referent
c. Process
d. Trait
e. Legitimate
Ans: C
Cognitive Domain: Comprehension
Answer Location: Leadership Defined
Question Type: MC
40. You really enjoy working for your boss and look up to her or him as a role model. You are
more than willing to work hard for the organization because of your relationship with your boss.
This is an example of
a. Legitimate power
b. Coercive power
c. Position power
d. Personal power
e. Reward power
Ans: D
Cognitive Domain: Application
Answer Location: Leadership and Power
Question Type: MC
41. On the way to track practice you get pulled over for speeding. When you arrive to practice
late, the coach makes you run laps. This is an example of
a. Legitimate power
b. Coercive power
c. Expert power
d. Personal power
e. Reward power
Ans: B
Cognitive Domain: Comprehension
Answer Location: Leadership and Power
Question Type: MC
42. Often leadership occurs within a context where one individual influences a group of others to
accomplish goals. Which best describes this component of leadership?
a. Leadership occurs in groups.
b. Leadership involves influence.
c. Leadership includes organizations.
d. Leadership includes attention to common goals.
Ans: A
Cognitive Domain: Comprehension
Answer Location: Leadership Defined
Question Type: MC
43. Watson and Hoffman's study on leadership emergence with regard to gender-biased
perceptions would suggest
a. Influential women were rated the same as men in terms of leadership.
b. Women are much more likeable than men.
c. Emergence in leadership has little to do with gender bias.
d. There continue to be barriers to women's emergence as leaders in some settings.
e. Men are always more influential within groups and organizations.
Ans: D
Cognitive Domain: Application
Answer Location: Assigned versus Emergent
Question Type: MC
44. Kotter suggested that management produces_______ and ________.
a. Change and structure
b. Vision and order
c. Order and consistency
d. Change and movement
Ans: C
Cognitive Domain: Knowledge
Answer Location: Leadership and management
Question Type: MC
45. Although there are clear differences between management and leadership,
a. There is little research to support one or the other.
b. Leadership is more valued than management.
c. The two constructs overlap.
d. Management is more valued than leadership.
Ans: C
Cognitive Domain: Application
Answer Location: Leadership and management
Question Type: MC
46. In which way will leadership and power be approached in upcoming chapters?
a. As a form of coercion.
b. As positional power.
c. From the perspective of the follower.
d. As a relational concern for both leaders and followers.
e. As a tool to be used by the leader.
Ans: D
Cognitive Domain: Comprehension
Answer Location: Leadership Defined
Question Type: MC
47. Understanding the nature of leadership has proved to be quite the challenge for practitioners
and researchers because
a. Its appeal is limited to academics and scholars.
b. Very little research has been done.
c. It has not received much attention.
d. It is a highly valued phenomenon that is very complex.
Ans: D
Cognitive Domain: Comprehension
Answer Location: Summary
Question Type: MC
48. Your parents and older siblings are all successful elected officials. After graduation, it is
suggested by many that you should seek office and, in turn, offer you their support. Which best
describes the leadership approach being demonstrated?
a. Behavioral approach to leadership
b. Leadership as a process
c. Trait perspective
d. Expert power
Ans: C
Cognitive Domain: Application
Answer Location: Leadership Defined
Question Type: MC
49. As captain of the soccer team, your primary concern is winning games and maintaining the
strength of the team. Your players couldn’t care less about teamwork and just want to win. Which
component of leadership would you recommend the leader focus on?
a. Roles
b. Common goals
c. Process
d. Influence
Ans: B
Cognitive Domain: Comprehension
Answer Location: Leadership Defined
Question Type: MC
50. The leader is at the core of group change and activity, representing the backbone of the group
or organization. Leadership is viewed as
a. Focus of group processes
b. Personality perspective
c. Leadership as an act
d. Leadership as a behavior
Ans: A
Cognitive Domain: Comprehension
Answer Location: Leadership Defined
Question Type: MC
51. Jeffrey is the chief financial officer of an established marketing firm. He recently learned
that the company is going to try to merge with a new firm. He shares this potential merger with
only a few of his mid-level managers he trusts. Jeffrey has
a. Information and referent power
b. Reward and referent power
c. Information and legitimate power
d. Personal and information power
Ans: C
Cognitive Domain: Application
Answer Location: Leadership and Power
Question Type: MC
52. Coercive leadership is not considered ideal leadership as defined in this text because
a. Influence in leadership includes followers and leaders working toward a common goal
b. Process is a part of the definition in both coercion and leadership
c. Forcing and manipulative behaviors are legitimate leadership tactics
d. Coercive leadership involves both individual and common goals
Ans: A
Cognitive Domain: Application
Answer Location: Leadership and Power
Question Type: MC
53. My boss really does not get the technical aspects of the job my group is trying to complete. I
understand the intricacies of the project and my team members come to me with all of their
questions. What has happened in this work setting?
a. I have taken control and power of the group
b. I have undermined my boss
c. I have emerged as the team leader
d. My boss is no longer a leader
Ans: C
Cognitive Domain: Application
Answer Location: Emergent and Assigned Leadership
Question Type: MC
54. Writing about and researching leadership is
a. Declining in popularity
b. A universally appealing topic
c. Simplistic rather than complex
d. Less popular in the business area than in social sciences
Ans: B
Cognitive Domain: Comprehension
Answer Location: Summary
Question Type: MC
55. Leadership and management
a. Are completely separate entities
b. Occur only in large corporations
c. Occur only in small organizations
d. Are both needed in organizations
Ans: D
Cognitive Domain: Comprehension
Answer Location: Summary
Question Type: MC
56. The faculty member on my study abroad trip to Costa Rica has traveled there many times and
is quite knowledgeable about the country and places we visited. She gave us guidance about the
country, local culture, and safety issues while we were interning with the local farmers. The
faculty member was using
a. Referent power
b. Positional power
c. Coercive power
d. Expert power
Ans: D
Cognitive Domain: Comprehension
Answer Location: Leadership and Power
Question Type: MC
57. Which of the following is a planning and budgeting management function?
a. Create a vision
b. Build teams and coalitions
c. Setting timetables
d. Aligning people
Ans: C
Cognitive Domain: Comprehension
Answer Location: Leadership and Management
Question Type: MC
58. The trait definition of leadership suggests
a. Leadership occurs because of who the leader is
b. Interaction is the key to leadership success
c. Self-confidence is required for good leadership
d. Dominance is required for good leadership
Ans: A
Cognitive Domain: Comprehension
Answer Location: Leadership Defined
Question Type: MC
Multiple Selection
59. Leadership
a. Can be learned
b. Cannot be learned
c. Is about mutual influence
d. Is one-way influence
Ans: A, C
Cognitive Domain: Comprehension
Answer Location: Summary
Question Type: MC
60. Leaders have multidirectional influence, which means they
a. Are emotionally active and involved with followers
b. Decide actions for the followers
c. Motivate and inspire followers
d. Plan and control work schedules
Ans: A, C
Cognitive Domain: Comprehension
Answer Location: Leadership Described
Question Type: MS
61. An emergent leader
a. Holds a position in an organization
b. Is perceived as likable and knowledgeable
c. Uses communication skills to be perceived by others as leading the group
d. Is ranked higher than followers
Ans: B, C
Cognitive Domain: Application
Answer Location: Assigned versus Emergent Leadership
Question Type: MS
62. Which of the following bases of power are considered positional power?
a. Information
b. Referent
c. Coercive
d. Reward
e. Expert
Ans: A, C, D
Cognitive Domain: Comprehension
Answer Location: Leadership and Power
Question Type: MS
63. The people on my work project team call me aside and share that they are unhappy with the
work of the team leader. They share that they feel I know more than the leader and they like my
style of interacting with them more than the team leader’s. What is happening in this team?
a. You are emerging as the leader
b. Legitimate power is diminished
c. Personal power is diminished
d. Influence of the team leader has gone up
Ans: A, B
Cognitive Domain: Analysis
Answer Location: Assigned versus Emergent and Leadership and Power
Question Type: MS
64. Leadership emergence can be affected by
a. Gender-biased perceptions
b. Rank in the organization
c. Fit with group prototype
d. Communication behaviors
Ans: A, C, D
Cognitive Domain: Application
Answer Location: Definition and components
Question Type: MS
65. Simonet and Tett (2012) explored how leadership and management are best conceptualized
and found
a. Overlap between leadership and management
b. Differences between leadership and management
c. Leadership and management are synonymous terms
d. Professionalism and goal setting are similar between leadership and management
Ans: A, B, D
Cognitive Domain: Analysis
Answer Location: Leadership and Management
Question Type: MS
66. Leadership and management are similar in that they both
a. Involve influence
b. Entail working with others
c. Are concerned with effective goal management
d. Focus on adaptive and constructive change
Ans: A, B, C
Cognitive Domain: Application
Answer Location: Leadership and Management
Question Type: MS
67. Which of the following holds position power?
a. Vice president of a company
b. President of a student organization
c. Dean of a college
d. Sergeant in the military
Ans: A, B, C, D
Cognitive Domain: Application
Answer Location: Leadership and Power
Question Type: MS
68. Which of the following has legitimate power?
a. The president of a company
b. A committee member
c. A college professor
d. A police officer
Ans: A, C, D
Cognitive Domain: Application
Answer Location: Leadership and Power
Question Type: MS
69. The director of study abroad had to cancel a trip because a travel advisory was issued
warning that the country to be visited was not safe for foreign travel. The director was using
a. Referent power
b. Positional power
c. Coercive power
d. Legitimate power
Ans: B, D
Cognitive Domain: Comprehension
Answer Location: Leadership and Power
Question Type: MS
True/False
70. The research on leadership generally has found it to be a relatively simple process.
Ans: False
Cognitive Domain: Comprehension
Answer Location: Introduction
Question Type: TF
71. More than 60 different leadership classification systems have been developed.
Ans: True
Cognitive Domain: Comprehension
Answer Location: Introduction
Question Type: TF
72. Leadership occurs in both large and small groups.
Ans: True
Cognitive Domain: Comprehension
Answer Location: Introduction
Question Type: TF
73. According to Burns, followers should remember that their leaders are above them and act
accordingly.
Ans: False
Cognitive Domain: Knowledge
Answer Location: Introduction
Question Type: TF
74. The earliest leadership theories in the 20th century emphasized control and centralization of
power.
Ans: True
Cognitive Domain: Comprehension
Answer Location: Introduction
Question Type: TF
75. The view that leadership is a behavior rather than a trait emerged in the 1930s.
Ans: False
Cognitive Domain: Comprehension
Answer Location: Box 1 and Leadership Defined
Question Type: TF
76. An individual perceived by other group members as influential can only be an assigned
leader, not an emergent one.
Ans: False
Cognitive Domain: Comprehension
Answer Location: Assigned versus Emergent
Question Type: TF
77. A boss by definition usually has position power over subordinates.
Ans: True
Cognitive Domain: Comprehension
Answer Location: Leadership and Power
Question Type: TF
78. Leaders who use coercion are generally mostly interested in their own goals, rather than
those of subordinates.
Ans: True
Cognitive Domain: Comprehension
Answer Location: Leadership and coercion
Question Type: TF
79. Kotter argues that managerial and leadership functions are really quite similar.
Ans: True
Cognitive Domain: Knowledge
Answer Location: Management and Leadership
Question Type: TF
80. A factor common to the leadership classification systems is the view of leadership as a
process of influence.
Ans: True
Cognitive Domain: Comprehension
Answer Location: Definition and components
Question Type: TF
81. Followers usually are responsible for maintaining the relationship with leaders.
Ans: False
Cognitive Domain: Comprehension
Answer Location: Definition and Components
Question Type: TF
82. The process definition of leadership states that certain individuals have inborn qualities that
differentiate them from non-leaders.
Ans: False
Cognitive Domain: Comprehension
Answer Location: Leadership Defined
Question Type: TF
83. The governor of your state possesses French and Raven’s legitimate power.
Ans: True
Cognitive Domain: Application
Answer Location: Leadership and Power
Question Type: TF
84. A person who is seen by their team as likeable and friendly possesses reward power.
Ans: False
Cognitive Domain: Comprehension
Answer Location: Leadership and Power
Question Type: TF
85. The trait definition of leadership occurs through the interaction between leaders and
followers.
Ans: True
Cognitive Domain: Comprehension
Answer Location: Trait versus Process Leadership
Question Type: TF
86. As president of my student organization I have position power.
Ans: True
Cognitive Domain: Comprehension
Answer Location: Leadership and Power
Question Type: TF
87. Leadership scholars have agreed on a singular definition of leadership.
Ans: False
Cognitive Domain: Comprehension
Answer Location: Introduction
Question Type: TF
88. Spiritual leadership is an emerging leadership approach.
Ans: True
Cognitive Domain: Knowledge
Answer Location: Introduction
Question Type: TF
89. Using a process definition of leadership means it is available to everyone.
Ans: True
Cognitive Domain: Comprehension
Answer Location: Definition and Components
Question Type: TF
Essay
90. Using Hogg’s social identity theory, how could you coach a minority person who aspires to
leadership in his or her organization?
Ans: There are two facets to this answer: First, social identity theory suggests that emergence is
tied to a person's fit with the identity of the group as a whole. If a minority person does not fit the
racial/ethnic/gender profile of the majority, then he or she should identify other dimensions of
the group identity with which he or she does fit, such as political ideology or group mission, and
highlight those when seeking leadership. Second, research on emergent leadership identifies
some positive communication behaviors associated with leader emergence. Coaches should help
individuals practice speaking up in meetings, being well informed, being good listeners and
seeking out others' ideas, initiating new ideas, and being firm but not rigid.
Cognitive Domain: Application
Answer Location: Assigned vs. Emergent
Question Type: Essay
91. Defend or refute: Men and women are equally likely to emerge as leaders in mixed-sex
groups.
Ans: Research on emergent leadership identifies some positive communication behaviors
associated with leader emergence: speaking up in meetings, being well informed, being a good
listener and seeking out others' ideas, initiating new ideas, and being firm but not rigid. At the
same time, when men and women engage in these behaviors, they are perceived differently by
group members. In Watson and Hoffman's 2004 study, men and women were seen as equally
influential, but women were rated lower on leadership and likability. Depending on the group
and task, women and men may not have equal opportunity to emerge as group leaders.
Cognitive Domain: Application
Answer Location: Assigned vs. Emergent
Question Type: Essay
92. Using Kotter’s functions of management and leadership model to support your argument,
would you rather your direct supervisor be a leader or a manager? Use Kotter's model as a
reference to the specifics of each.
Ans: Either manager or leader could be chosen here as long as the answer is well supported. A
leader choice should consist of the key aspects suggested by Kotter: producing change and
movement, establishing direction, aligning people, and motivating and inspiring. The same
should be done if manager is chosen, focusing again on the following points: produces order and
consistency, planning and budgeting, organizing and staffing, and controlling and problem
solving.
Cognitive Domain: Application
Answer Location: Leadership and Management
Question Type: Essay
93. Using the definition of leadership as stated in the text—“Leadership is a process whereby an
individual influences a group of individuals to achieve a common goal”—create an example
where a leader uses and demonstrates each component effectively. Clearly explain and show how
each component is present in your example. Use examples from the text to support your claims.
Ans: The following should be clearly identified and supported: Process–leadership discussed as
an interaction between leader and followers, as well as emphasis on its availability to everyone.
Influence–-a specific mention of how said influence is applied within the example. Groups–the
context of the example should in some way take place within a group or organizational setting.
Common goals–the goals of both the leader and the follower should be mentioned and discussed
as they relate to the other aspects of the definition.
Cognitive Domain: Analysis
Answer Location: Leadership Defined
Question Type: Essay
94. Are leaders born or made? Defend your answer with specific topics and research in the text
that supports your answer.
Ans: Answers will vary. Students who answer “born” should use the trait definition of leadership
and identify traits such as intelligence and height and dominance. Answers could include
information from Chapter 2 about the intuitive appeal of being able to identify a leader by his or
her traits, which makes followers want to follow. Students who answer “made” should discuss
the influence and interactive nature of the definition of leadership. They could include that
leaders develop over time as they interact with followers and learn how to interact with others as
they gain experience. They might include information from Chapter 3 in their answers as well.
Cognitive Domain: Analysis
Answer Location: Leadership Defined
Question Type: Essay
Multiple Choice
1. _______________ argued that the major activities of management and leadership are played out
differently; but both are essential to an organization
a. Jago
b. Zaleznik
c. Kotter
d. Bass
Ans: C
Cognitive Domain: Knowledge
Answer Location: Leadership and Management
Question Type: MC
2. Power is described as
a. A relational concern for both leaders and followers
b. Use of force over others to manipulate them
c. Letting any follower do whatever he or she wants
d. Forcing people to engage in extreme behaviors
Ans: A
Cognitive Domain: Comprehension
Answer Location: Leadership and Power
Question Type: MC
3. The “Great Man/Person” trait definition of leadership
a. Is about the interaction between leaders and followers
b. Can be learned
c. Is restricted to those with inborn talent, qualities, or characteristics
d. Is about developing leadership skills
Ans: C
Cognitive Domain: Knowledge
Answer Location: Leadership Described
Question Type: MC
4. The four key elements of the definition of leadership used in the text are
a. Trait, goal, emergent, expert
b. Process, influence, group, goal
c. Values, ethics, process, performance
d. Capability, competency, skill, relationship
Ans: B
Cognitive Domain: Comprehension
Answer Location: Leadership Defined
Question Type: MC
5. In their discussion about management and leadership, Bennis and Nanus said that leaders
a. “Do things right”
b. “Do the right thing”
c. “Do what followers want”
d. “Do enough to get the job done”
Ans: B
Cognitive Domain: Comprehension
Answer Location: Leadership and Management
Question Type: MC
6. People in the organization like me because I know what I am doing and share knowledge with
followers. I have
a. Position power
b. Personal power
c. Information power
d. Legitimate power
e. Reward power
Ans: B
Cognitive Domain: Comprehension
Answer Location: Leadership and Power
Question Type: MC
7. Chief executive officers of any company have
a. Legitimate power
b. Referent power
c. Expert power
d. Personal power
e. Emergent power
Ans: A
Cognitive Domain: Comprehension
Answer Location: Leadership and Power
Question Type: MC
8. I can emerge as the leader in my group project by
a. Telling all group members exactly what to do
b. Communicating and listening well with group members
c. Sitting at the head of the table
d. Being designated by the instructor as the group leader
Ans: B
Cognitive Domain: Comprehension
Answer Location: Assigned versus Emergent Leadership
Question Type: MC
9. Kellerman argues that in the last forty years there has been a shift in leadership power from
a. Shared power to top down power
b. Leader dominated power to shared power with followers
c. Follower dominated power to shared power with leaders
d. Referent power focus to coercive power focus
Ans: B
Cognitive Domain: Analysis
Answer Location: Leadership and Power
Question Type: MC
10. Information power is
a. Associated with having formal job authority
b. Based on followers liking of their leader
c. Derived from having the ability to provide rewards
d. Focused on the social contract between leaders and followers
e. Derived from possessing knowledge that others want or need
Ans: E
Cognitive Domain: Knowledge
Answer Location: Leadership and Power
Question Type: MC
11. Who is said to engage leadership?
a. Followers
b. Groups
c. Organizations
d. Leaders
Ans: D
Cognitive Domain: Analysis
Answer Location: Definition and Components
Question Type: MC
12. Who is responsible for the leadership process?
a. Followers
b. Leaders
c. Organizations
d. Followers and leaders
Ans: D
Cognitive Domain: Analysis
Answer Location: Definition and components
Question Type: MC
13. The common goals element of the definition of leadership means
a. Leaders and followers have a mutual purpose
b. Leaders and followers have similar personalities
c. Leaders and followers have similar interests
d. Leaders and followers have a mutual desire for power
Ans: A
Cognitive Domain: Comprehension
Answer Location: Definition and components
Question Type: MC
14. The statement “She/he is born to be a leader” suggests a
a. Process definition of leadership
b. Trait definition of leadership
c. Gender bias definition of leadership
d. Coercive definition of leadership
Ans: B
Cognitive Domain: Comprehension
Answer Location: Definition and components
Question Type: MC
15. Social identity theory would suggest leadership emergence occurs when
a. The group identifies with the leader
b. They acquire the skills to do the job well
c. The group assigns them the role of leader
d. They become most like the group prototype
Ans: D
Cognitive Domain: Comprehension
Answer Location: Assigned versus Emergent Leadership
Question Type: MC
16. Coercive leadership
a. Is not allowing a player to play in competition because he or she was late to practice
b. Is forcing followers to engage in extreme behaviors
c. Is using the influence relationship to affect change
d. Is supporting ethical behavior amongst team members
Ans: B
Cognitive Domain: Analysis
Answer Location: Leadership and Coercion
Question Type: MC
17. To coerce means to
a. Influence others toward a common goal
b. Influence others to behave ethically
c. Influence others to do something against their will
d. Influence others using positive rewards
Ans: C
Cognitive Domain: Comprehension
Answer Location: Leadership and Coercion
Question Type: MC
18. Non-leadership is
a. A relational interaction between a group of people toward common goals
b. Sharing goal development with followers
c. Leadership that is focused on individual goals
d. Leadership that is focused on working with followers to achieve common goals
Ans: C
Cognitive Domain: Comprehension
Answer Location: Leadership and Coercion
Question Type: MC
19. The primary functions of leadership are
a. Directing, ruling, encouraging
b. Aligning, visioning, inspiring
c. Building, maintaining, staffing
d. Budgeting, controlling, problem solving
Ans: B
Cognitive Domain: Comprehension
Answer Location: Leadership and Management
Question Type: MC
20. Simonet and Tett (2012) found that management is distinct from leadership by
a. Extrinsic motivation
b. Intrinsic motivation
c. Strategic planning
d. Creative thinking
Ans: A
Cognitive Domain: Comprehension
Answer Location: Leadership and Management
Question Type: MC
21. Differences between management and leadership include
a. Leaders are emotionally involved, whereas managers have low emotional involvement
b. Managers shape ideas, whereas leaders are reactive in solving problems
c. Leaders are unidirectional influencers, whereas managers are multidirectional influencers
d. Leaders are controlling, whereas managers are motivating
Ans: A
Cognitive Domain: Comprehension
Answer Location: Leadership and Management
Question Type: MC
22. The primary functions of management are
a. Producing change and movement
b. Producing positive leadership outcomes
c. Producing a creative vision
d. Producing order and consistency
Ans: D
Cognitive Domain: Comprehension
Answer Location: Leadership and Management
Question Type: MC
23. One key to emerging as a leader
a. Is to be perceived by others as likable and knowledgeable
b. Is to be forceful in asserting your opinions
c. Is to avoid listening to opposing opinions
d. Is to be perceived by others as commanding and dominant
Ans: A
Cognitive Domain: Comprehension
Answer Location: Assigned versus Emergent
Question Type: MC
24. Which of the following bases of power are considered personal power?
a. Information
b. Referent
c. Coercive
d. Reward
e. Legitimate
Ans: B
Cognitive Domain: Comprehension
Answer Location: Leadership and Power
Question Type: MC
25. Scholarly research and popular work on the nature of leadership exploded in this decade
a. 1950
b. 1960
c. 1970
d. 1980
Ans: D
Cognitive Domain: Knowledge
Answer Location: Leadership Defined
Question Type: MC
26. The emerging approach called servant leadership
a. Focuses on followers needs
b. Focuses on traits
c. Focuses on adapting to solve problems
d. Focuses on spirituality
Ans: A
Cognitive Domain: Comprehension
Answer Location: Leadership Defined
Question Type: MC
27. Which way of classifying leadership involves capabilities to make leadership possible?
a. Group process
b. Personality
c. Skills
d. Power
Ans: C
Cognitive Domain: Comprehension
Answer Location: Leadership Defined
Question Type: MC
28. The process definition of leadership implies
a. Leadership is linear
b. Leadership is one-way, top-down
c. Leadership is leader centered
d. Leadership is reciprocal between leaders and followers
Ans: D
Cognitive Domain: Knowledge
Answer Location: Definition and Components
Question Type: MC
29. Although there are clear differences between management and leadership,
a. There is little research to support one or the other
b. Leadership is more valued than management
c. The two constructs overlap
d. Management is more valued than leadership
Ans: C
Cognitive Domain: Comprehension
Answer Location: Leadership and management
Question Type: MC
30. Argued that leaders and managers are distinct; they are different types of people
a. Jago
b. Zaleznik
c. Kotter
d. Bass
e. Burns
Ans: B
Cognitive Domain: Knowledge
Answer Location: Leadership and management
Question Type: MC
31. Leaders' power to provide pay raises and promotions is
a. Reward
b. Coercive
c. Legitimate
d. Referent
e. Expert
Ans: A
Cognitive Domain: Comprehension
Answer Location: Leadership and Power
Question Type: MC
32. Defining leadership as a process means
a. It is a transactional event.
b. It is focused on influence.
c. It is an inborn trait or characteristic
d. It may only take place in groups.
Ans: C
Cognitive Domain: Knowledge
Answer Location: Leadership Defined
Question Type: MC
33. The following is not one of the classifications for a definition of leadership:
a. The focus of group process
b. An artistic process
c. A behavior
d. A personality trait
e. An instrument of goal achievement
Ans: B
Cognitive Domain: Comprehension
Answer Location: Leadership Defined
Question Type: MC
34. The primary functions of management are
a. Planning, organizing, staffing, and controlling.
b. Forming, storming, norming, and reforming.
c. Building, breaking down, rebuilding, and maintaining.
d. Ruling, listening, adapting, and adjusting.
e. Directing, framing, extending, and encouraging.
Ans: A
Cognitive Domain: Knowledge
Answer Location: Leadership and management
Question Type: MC
35. Some positive communication behaviors that account for successful leader emergence are
a. Sense of humor, facial expressiveness.
b. Being dominant, speaking frequently.
c. Differentiating oneself from the group, challenging group norms.
d. Being informed, initiating new ideas.
Ans: D
Cognitive Domain: Comprehension
Answer Location: Assigned versus Emergent
Question Type: MC
36. Leadership definitions have evolved during the 20th century in the following way:
a. The trait approach remains the most popular approach over time.
b. A leader's power remains a key requirement for goal accomplishment.
c. Focus on leadership effectiveness became prominent in the 1970s.
d. Leadership research peaked in the 1980s.
Ans: D
Cognitive Domain: Comprehension
Answer Location: Leadership Defined
Question Type: MC
37. Fisher associates all of the following positive communication behaviors with emergent
leadership, except
a. Being verbally involved
b. Establishing roles
c. Seeking others' opinions
d. Initiating new ideas
Ans: B
Cognitive Domain: Comprehension
Answer Location: Assigned versus Emergent
Question Type: MC
38. You are told you need to work weekends. Your supervisor gives you a pay raise in return.
What type of power is your supervisor using?
a. Referent
b. Expert
c. Legitimate
d. Reward
e. Coercive
Ans: D
Cognitive Domain: Comprehension
Answer Location: Leadership and Power
Question Type: MC
39. Leadership is a phenomenon that takes place in the context of the interaction between leaders
and followers. This viewpoint would suggest leadership is accessible by all:
a. Reward
b. Referent
c. Process
d. Trait
e. Legitimate
Ans: C
Cognitive Domain: Comprehension
Answer Location: Leadership Defined
Question Type: MC
40. You really enjoy working for your boss and look up to her or him as a role model. You are
more than willing to work hard for the organization because of your relationship with your boss.
This is an example of
a. Legitimate power
b. Coercive power
c. Position power
d. Personal power
e. Reward power
Ans: D
Cognitive Domain: Application
Answer Location: Leadership and Power
Question Type: MC
41. On the way to track practice you get pulled over for speeding. When you arrive to practice
late, the coach makes you run laps. This is an example of
a. Legitimate power
b. Coercive power
c. Expert power
d. Personal power
e. Reward power
Ans: B
Cognitive Domain: Comprehension
Answer Location: Leadership and Power
Question Type: MC
42. Often leadership occurs within a context where one individual influences a group of others to
accomplish goals. Which best describes this component of leadership?
a. Leadership occurs in groups.
b. Leadership involves influence.
c. Leadership includes organizations.
d. Leadership includes attention to common goals.
Ans: A
Cognitive Domain: Comprehension
Answer Location: Leadership Defined
Question Type: MC
43. Watson and Hoffman's study on leadership emergence with regard to gender-biased
perceptions would suggest
a. Influential women were rated the same as men in terms of leadership.
b. Women are much more likeable than men.
c. Emergence in leadership has little to do with gender bias.
d. There continue to be barriers to women's emergence as leaders in some settings.
e. Men are always more influential within groups and organizations.
Ans: D
Cognitive Domain: Application
Answer Location: Assigned versus Emergent
Question Type: MC
44. Kotter suggested that management produces_______ and ________.
a. Change and structure
b. Vision and order
c. Order and consistency
d. Change and movement
Ans: C
Cognitive Domain: Knowledge
Answer Location: Leadership and management
Question Type: MC
45. Although there are clear differences between management and leadership,
a. There is little research to support one or the other.
b. Leadership is more valued than management.
c. The two constructs overlap.
d. Management is more valued than leadership.
Ans: C
Cognitive Domain: Application
Answer Location: Leadership and management
Question Type: MC
46. In which way will leadership and power be approached in upcoming chapters?
a. As a form of coercion.
b. As positional power.
c. From the perspective of the follower.
d. As a relational concern for both leaders and followers.
e. As a tool to be used by the leader.
Ans: D
Cognitive Domain: Comprehension
Answer Location: Leadership Defined
Question Type: MC
47. Understanding the nature of leadership has proved to be quite the challenge for practitioners
and researchers because
a. Its appeal is limited to academics and scholars.
b. Very little research has been done.
c. It has not received much attention.
d. It is a highly valued phenomenon that is very complex.
Ans: D
Cognitive Domain: Comprehension
Answer Location: Summary
Question Type: MC
48. Your parents and older siblings are all successful elected officials. After graduation, it is
suggested by many that you should seek office and, in turn, offer you their support. Which best
describes the leadership approach being demonstrated?
a. Behavioral approach to leadership
b. Leadership as a process
c. Trait perspective
d. Expert power
Ans: C
Cognitive Domain: Application
Answer Location: Leadership Defined
Question Type: MC
49. As captain of the soccer team, your primary concern is winning games and maintaining the
strength of the team. Your players couldn’t care less about teamwork and just want to win. Which
component of leadership would you recommend the leader focus on?
a. Roles
b. Common goals
c. Process
d. Influence
Ans: B
Cognitive Domain: Comprehension
Answer Location: Leadership Defined
Question Type: MC
50. The leader is at the core of group change and activity, representing the backbone of the group
or organization. Leadership is viewed as
a. Focus of group processes
b. Personality perspective
c. Leadership as an act
d. Leadership as a behavior
Ans: A
Cognitive Domain: Comprehension
Answer Location: Leadership Defined
Question Type: MC
51. Jeffrey is the chief financial officer of an established marketing firm. He recently learned
that the company is going to try to merge with a new firm. He shares this potential merger with
only a few of his mid-level managers he trusts. Jeffrey has
a. Information and referent power
b. Reward and referent power
c. Information and legitimate power
d. Personal and information power
Ans: C
Cognitive Domain: Application
Answer Location: Leadership and Power
Question Type: MC
52. Coercive leadership is not considered ideal leadership as defined in this text because
a. Influence in leadership includes followers and leaders working toward a common goal
b. Process is a part of the definition in both coercion and leadership
c. Forcing and manipulative behaviors are legitimate leadership tactics
d. Coercive leadership involves both individual and common goals
Ans: A
Cognitive Domain: Application
Answer Location: Leadership and Power
Question Type: MC
53. My boss really does not get the technical aspects of the job my group is trying to complete. I
understand the intricacies of the project and my team members come to me with all of their
questions. What has happened in this work setting?
a. I have taken control and power of the group
b. I have undermined my boss
c. I have emerged as the team leader
d. My boss is no longer a leader
Ans: C
Cognitive Domain: Application
Answer Location: Emergent and Assigned Leadership
Question Type: MC
54. Writing about and researching leadership is
a. Declining in popularity
b. A universally appealing topic
c. Simplistic rather than complex
d. Less popular in the business area than in social sciences
Ans: B
Cognitive Domain: Comprehension
Answer Location: Summary
Question Type: MC
55. Leadership and management
a. Are completely separate entities
b. Occur only in large corporations
c. Occur only in small organizations
d. Are both needed in organizations
Ans: D
Cognitive Domain: Comprehension
Answer Location: Summary
Question Type: MC
56. The faculty member on my study abroad trip to Costa Rica has traveled there many times and
is quite knowledgeable about the country and places we visited. She gave us guidance about the
country, local culture, and safety issues while we were interning with the local farmers. The
faculty member was using
a. Referent power
b. Positional power
c. Coercive power
d. Expert power
Ans: D
Cognitive Domain: Comprehension
Answer Location: Leadership and Power
Question Type: MC
57. Which of the following is a planning and budgeting management function?
a. Create a vision
b. Build teams and coalitions
c. Setting timetables
d. Aligning people
Ans: C
Cognitive Domain: Comprehension
Answer Location: Leadership and Management
Question Type: MC
58. The trait definition of leadership suggests
a. Leadership occurs because of who the leader is
b. Interaction is the key to leadership success
c. Self-confidence is required for good leadership
d. Dominance is required for good leadership
Ans: A
Cognitive Domain: Comprehension
Answer Location: Leadership Defined
Question Type: MC
Multiple Selection
59. Leadership
a. Can be learned
b. Cannot be learned
c. Is about mutual influence
d. Is one-way influence
Ans: A, C
Cognitive Domain: Comprehension
Answer Location: Summary
Question Type: MC
60. Leaders have multidirectional influence, which means they
a. Are emotionally active and involved with followers
b. Decide actions for the followers
c. Motivate and inspire followers
d. Plan and control work schedules
Ans: A, C
Cognitive Domain: Comprehension
Answer Location: Leadership Described
Question Type: MS
61. An emergent leader
a. Holds a position in an organization
b. Is perceived as likable and knowledgeable
c. Uses communication skills to be perceived by others as leading the group
d. Is ranked higher than followers
Ans: B, C
Cognitive Domain: Application
Answer Location: Assigned versus Emergent Leadership
Question Type: MS
62. Which of the following bases of power are considered positional power?
a. Information
b. Referent
c. Coercive
d. Reward
e. Expert
Ans: A, C, D
Cognitive Domain: Comprehension
Answer Location: Leadership and Power
Question Type: MS
63. The people on my work project team call me aside and share that they are unhappy with the
work of the team leader. They share that they feel I know more than the leader and they like my
style of interacting with them more than the team leader’s. What is happening in this team?
a. You are emerging as the leader
b. Legitimate power is diminished
c. Personal power is diminished
d. Influence of the team leader has gone up
Ans: A, B
Cognitive Domain: Analysis
Answer Location: Assigned versus Emergent and Leadership and Power
Question Type: MS
64. Leadership emergence can be affected by
a. Gender-biased perceptions
b. Rank in the organization
c. Fit with group prototype
d. Communication behaviors
Ans: A, C, D
Cognitive Domain: Application
Answer Location: Definition and components
Question Type: MS
65. Simonet and Tett (2012) explored how leadership and management are best conceptualized
and found
a. Overlap between leadership and management
b. Differences between leadership and management
c. Leadership and management are synonymous terms
d. Professionalism and goal setting are similar between leadership and management
Ans: A, B, D
Cognitive Domain: Analysis
Answer Location: Leadership and Management
Question Type: MS
66. Leadership and management are similar in that they both
a. Involve influence
b. Entail working with others
c. Are concerned with effective goal management
d. Focus on adaptive and constructive change
Ans: A, B, C
Cognitive Domain: Application
Answer Location: Leadership and Management
Question Type: MS
67. Which of the following holds position power?
a. Vice president of a company
b. President of a student organization
c. Dean of a college
d. Sergeant in the military
Ans: A, B, C, D
Cognitive Domain: Application
Answer Location: Leadership and Power
Question Type: MS
68. Which of the following has legitimate power?
a. The president of a company
b. A committee member
c. A college professor
d. A police officer
Ans: A, C, D
Cognitive Domain: Application
Answer Location: Leadership and Power
Question Type: MS
69. The director of study abroad had to cancel a trip because a travel advisory was issued
warning that the country to be visited was not safe for foreign travel. The director was using
a. Referent power
b. Positional power
c. Coercive power
d. Legitimate power
Ans: B, D
Cognitive Domain: Comprehension
Answer Location: Leadership and Power
Question Type: MS
True/False
70. The research on leadership generally has found it to be a relatively simple process.
Ans: False
Cognitive Domain: Comprehension
Answer Location: Introduction
Question Type: TF
71. More than 60 different leadership classification systems have been developed.
Ans: True
Cognitive Domain: Comprehension
Answer Location: Introduction
Question Type: TF
72. Leadership occurs in both large and small groups.
Ans: True
Cognitive Domain: Comprehension
Answer Location: Introduction
Question Type: TF
73. According to Burns, followers should remember that their leaders are above them and act
accordingly.
Ans: False
Cognitive Domain: Knowledge
Answer Location: Introduction
Question Type: TF
74. The earliest leadership theories in the 20th century emphasized control and centralization of
power.
Ans: True
Cognitive Domain: Comprehension
Answer Location: Introduction
Question Type: TF
75. The view that leadership is a behavior rather than a trait emerged in the 1930s.
Ans: False
Cognitive Domain: Comprehension
Answer Location: Box 1 and Leadership Defined
Question Type: TF
76. An individual perceived by other group members as influential can only be an assigned
leader, not an emergent one.
Ans: False
Cognitive Domain: Comprehension
Answer Location: Assigned versus Emergent
Question Type: TF
77. A boss by definition usually has position power over subordinates.
Ans: True
Cognitive Domain: Comprehension
Answer Location: Leadership and Power
Question Type: TF
78. Leaders who use coercion are generally mostly interested in their own goals, rather than
those of subordinates.
Ans: True
Cognitive Domain: Comprehension
Answer Location: Leadership and coercion
Question Type: TF
79. Kotter argues that managerial and leadership functions are really quite similar.
Ans: True
Cognitive Domain: Knowledge
Answer Location: Management and Leadership
Question Type: TF
80. A factor common to the leadership classification systems is the view of leadership as a
process of influence.
Ans: True
Cognitive Domain: Comprehension
Answer Location: Definition and components
Question Type: TF
81. Followers usually are responsible for maintaining the relationship with leaders.
Ans: False
Cognitive Domain: Comprehension
Answer Location: Definition and Components
Question Type: TF
82. The process definition of leadership states that certain individuals have inborn qualities that
differentiate them from non-leaders.
Ans: False
Cognitive Domain: Comprehension
Answer Location: Leadership Defined
Question Type: TF
83. The governor of your state possesses French and Raven’s legitimate power.
Ans: True
Cognitive Domain: Application
Answer Location: Leadership and Power
Question Type: TF
84. A person who is seen by their team as likeable and friendly possesses reward power.
Ans: False
Cognitive Domain: Comprehension
Answer Location: Leadership and Power
Question Type: TF
85. The trait definition of leadership occurs through the interaction between leaders and
followers.
Ans: True
Cognitive Domain: Comprehension
Answer Location: Trait versus Process Leadership
Question Type: TF
86. As president of my student organization I have position power.
Ans: True
Cognitive Domain: Comprehension
Answer Location: Leadership and Power
Question Type: TF
87. Leadership scholars have agreed on a singular definition of leadership.
Ans: False
Cognitive Domain: Comprehension
Answer Location: Introduction
Question Type: TF
88. Spiritual leadership is an emerging leadership approach.
Ans: True
Cognitive Domain: Knowledge
Answer Location: Introduction
Question Type: TF
89. Using a process definition of leadership means it is available to everyone.
Ans: True
Cognitive Domain: Comprehension
Answer Location: Definition and Components
Question Type: TF
Essay
90. Using Hogg’s social identity theory, how could you coach a minority person who aspires to
leadership in his or her organization?
Ans: There are two facets to this answer: First, social identity theory suggests that emergence is
tied to a person's fit with the identity of the group as a whole. If a minority person does not fit the
racial/ethnic/gender profile of the majority, then he or she should identify other dimensions of
the group identity with which he or she does fit, such as political ideology or group mission, and
highlight those when seeking leadership. Second, research on emergent leadership identifies
some positive communication behaviors associated with leader emergence. Coaches should help
individuals practice speaking up in meetings, being well informed, being good listeners and
seeking out others' ideas, initiating new ideas, and being firm but not rigid.
Cognitive Domain: Application
Answer Location: Assigned vs. Emergent
Question Type: Essay
91. Defend or refute: Men and women are equally likely to emerge as leaders in mixed-sex
groups.
Ans: Research on emergent leadership identifies some positive communication behaviors
associated with leader emergence: speaking up in meetings, being well informed, being a good
listener and seeking out others' ideas, initiating new ideas, and being firm but not rigid. At the
same time, when men and women engage in these behaviors, they are perceived differently by
group members. In Watson and Hoffman's 2004 study, men and women were seen as equally
influential, but women were rated lower on leadership and likability. Depending on the group
and task, women and men may not have equal opportunity to emerge as group leaders.
Cognitive Domain: Application
Answer Location: Assigned vs. Emergent
Question Type: Essay
92. Using Kotter’s functions of management and leadership model to support your argument,
would you rather your direct supervisor be a leader or a manager? Use Kotter's model as a
reference to the specifics of each.
Ans: Either manager or leader could be chosen here as long as the answer is well supported. A
leader choice should consist of the key aspects suggested by Kotter: producing change and
movement, establishing direction, aligning people, and motivating and inspiring. The same
should be done if manager is chosen, focusing again on the following points: produces order and
consistency, planning and budgeting, organizing and staffing, and controlling and problem
solving.
Cognitive Domain: Application
Answer Location: Leadership and Management
Question Type: Essay
93. Using the definition of leadership as stated in the text—“Leadership is a process whereby an
individual influences a group of individuals to achieve a common goal”—create an example
where a leader uses and demonstrates each component effectively. Clearly explain and show how
each component is present in your example. Use examples from the text to support your claims.
Ans: The following should be clearly identified and supported: Process–leadership discussed as
an interaction between leader and followers, as well as emphasis on its availability to everyone.
Influence–-a specific mention of how said influence is applied within the example. Groups–the
context of the example should in some way take place within a group or organizational setting.
Common goals–the goals of both the leader and the follower should be mentioned and discussed
as they relate to the other aspects of the definition.
Cognitive Domain: Analysis
Answer Location: Leadership Defined
Question Type: Essay
94. Are leaders born or made? Defend your answer with specific topics and research in the text
that supports your answer.
Ans: Answers will vary. Students who answer “born” should use the trait definition of leadership
and identify traits such as intelligence and height and dominance. Answers could include
information from Chapter 2 about the intuitive appeal of being able to identify a leader by his or
her traits, which makes followers want to follow. Students who answer “made” should discuss
the influence and interactive nature of the definition of leadership. They could include that
leaders develop over time as they interact with followers and learn how to interact with others as
they gain experience. They might include information from Chapter 3 in their answers as well.
Cognitive Domain: Analysis
Answer Location: Leadership Defined
Question Type: Essay
Multiple Choice
1. Kirkpatrick and Locke’s research postulated that
a. Individuals are only born with traits
b. Traits can be learned
c. Traits cannot be learned
d. Traits are unimportant to leadership
Ans: B
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
2. Conducted two major surveys of research on the trait approach:
a. Stogdill
b. Judge et al.
c. Jung and Sosik
d. Zaccaro
Ans: A
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: MC
3. Found several consistent traits among charismatic leaders:
a. Stogdill
b. Judge et al.
c. Jung and Sosik
d. Shankman and Allen
Ans: C
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: MC
4. Conducted studies of social intelligence and its relationship to leadership:
a. Stogdill
b. Judge et al.
c. Jung and Sosik
d. Zaccaro
Ans: D
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: MC
5. ______________ is described as those abilities to understand one’s own and others feelings,
behaviors and thoughts and to act appropriately.
a. Great Man theory
b. Social intelligence
c. Emotional intelligence
d. Big Five personalities
Ans: C
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
6. Persistence, dominance, and drive are characteristics of which trait?
a. Extraversion
b. Sociability
c. Determination
d. Intelligence
Ans: C
Cognitive Domain: Comprehension
Answer Location: Description-Determination
Question Type: MC
7. _____________ is one of the five major leadership traits that focuses on a leader’s inclination
to seek out pleasant social relationships.
a. Surgency
b. Agreeableness
c. Extraversion
d. Intelligence
e. Sociability
Ans: E
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: MC
8. Research related to the trait approach has
a. Been a newer area of research.
b. Been around for over 100 years.
c. Not been a focus of researchers until recently.
d. Consisted of very few known models and studies.
Ans: B
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: MC
9. In a major review in 1948, Stogdill suggested
a. No consistent set of traits differentiates leaders from non-leaders.
b. Leadership traits are independent of situation factors.
c. Extraversion is a definitive leadership trait.
d. A consistent set of traits differentiates leaders from nonleaders.
Ans: A
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
10. Which best describes the overall results of Stogdill's second survey when compared with his
initial survey?
a. There was little to no difference in the findings.
b. Situational factors became less of a focus.
c. It was more balanced in its descriptions of the role of traits and leadership.
d. Personality played a larger role in leadership.
Ans: C
Cognitive Domain: Application
Answer Location: Description
Question Type: MC
11. Mary has managed the mailroom for 2 years. Management views Mary as a person with
special leadership talent, such as intelligence, sociability, and determination. What approach is
management using in assessing Mary?
a. Trait approach
b. Attributions approach
c. Behavioral approach
d. Managerial grid approach
Ans: A
Cognitive Domain: Application
Answer Location: Description
Question Type: MC
12. Stogdill’s second study found
a. No significant differences in traits from 1948 to 1974
b. Situational factors could not be identified
c. Emotional intelligence plays a significant role in leadership
d. Both traits and situational factors are determinants of leadership
Ans: D
Cognitive Domain: Application
Answer Location: Description
Question Type: MC
13. The following traits are associated with charismatic leadership:
a. Intelligence, self-confidence
b. Physical attractiveness, height
c. Desire for power, desire to help others
d. Self-monitoring, impression management
Ans: D
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: MC
14. The trait approach focuses on
a. Follower-leader interaction
b. Role of the leader
c. Role of the follower
d. Role of the organization
Ans: B
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: MC
15. A manager arrives an hour early to work every day and is always completing his task early
as well as constantly striving for excellence within the organization. Which two traits best
represent the manager?
a. Articulate and self-confident
b. Dependable and diligent
c. Trustworthy and perceptive
d. Self-confident and empathetic
Ans: B
Cognitive Domain: Application
Answer Location: Description
Question Type: MC
16. During the 2008 United States presidential election, Barack Obama demonstrated this trait
extensively and brought public attention to its value as it relates to leadership.
a. Readiness
b. Vigor
c. Charisma
d. Drive
e. Capacity
Ans: C
Cognitive Domain: Analysis
Answer Location: Description
Question Type: MC
17. Being socially aware, possessing social acumen, practicing self-monitoring, and having the
ability to decide on the best response for any given situation, and then following through with
said decision, are part of Zaccaro's definition of
a. Problem solving
b. Intelligence
c. Task knowledge
d. Cognitive ability
e. Social intelligence
Ans: E
Cognitive Domain: Analysis
Answer Location: Description
Question Type: MC
18. By comparing Stogdill's findings from his 1948 survey with the findings of his updated 1974
survey, which of the following was suggested?
a. Leadership research has progressed little.
b. That risk taking and originality no longer play a role in problem solving.
c. That situational factors no longer play a large role within leadership.
d. That both personality and situational factors were causals in leadership.
Ans: D
Cognitive Domain: Analysis
Answer Location: Description
Question Type: MC
19. Founder and former CEO of Apple, Steve Jobs, best demonstrated which trait?
a. Openness
b. Integrity
c. Sociability
d. Intelligence
e. Determination
Ans: D
Cognitive Domain: Comprehension
Answer Location: Intelligence
Question Type: MC
20. A student who practices the piano daily and tries new music despite the difficulty
demonstrates which trait?
a. Determination
b. Sociability
c. Integrity
d. Self-awareness
Ans: A
Cognitive Domain: Application
Answer Location: Determination
Question Type: MC
21. Developed a model of emotionally intelligent leadership:
a. Stogdill
b. Judge et al.
c. Jung and Sosik
d. Zaccaro
e. Shankman and Allen
Ans: E
Cognitive Domain: Knowledge
Answer Location: Emotional Intelligence
Question Type: MC
22. Goleman suggests that emotional intelligence is a set of
a. Ethical and emotional competencies
b. Social and perceptual competencies
c. Personal and social competencies
d. Cognitive and expressive competencies
Ans: C
Cognitive Domain: Comprehension
Answer Location: Emotional Intelligence
Question Type: MC
23. The underlying premise of emotional intelligence’s impact on leadership is
a. Intelligence is the most essential part of leadership
b. Sensitivity to personal emotions is most important to positive leadership
c. Understanding one’s own and others emotions provides a base for impactful leadership
d. Emotional intelligence has minimal impact on effective leadership
Ans: C
Cognitive Domain: Application
Answer Location: Emotional Intelligence
Question Type: MC
24. The cognitive domain in emotional intelligence describes
a. Confidence
b. Feeling
c. Competency
d. Thinking
Ans: D
Cognitive Domain: Knowledge
Answer Location: Emotional Intelligence
Question Type: MC
25. Emotional intelligence has to do with two different domains and the interplay between them.
Those two domains are
a. Task and process
b. Mind and body
c. Affective and cognitive
d. Traits and styles
Ans: C
Cognitive Domain: Comprehension
Answer Location: Emotional Intelligence
Question Type: MC
26. Shankman and Allen's (2002) model of emotionally intelligent leadership suggests leaders
must take into account these three fundamental facets of leadership:
a. Context, self, and others
b. Referent power, expert power, and legitimate power
c. Desire for power, desire to help others, and desire to win
d. Determination, integrity, and sociability
Ans: A
Cognitive Domain: Application
Answer Location: Emotional Intelligence
Question Type: MC
27. Openness in the Big Five Personality Model is defined as
a. intellect, being informed, creativity
b. Sociable, assertive, high energy
c. Organized, dependable, decisive
d. Accepting, trusting, nurturing
Ans: A
Cognitive Domain: Comprehension
Answer Location: Five Factor Personality Model
Question Type: MC
28. The Big Five personality factor that is weakly associated with leadership is
a. Conscientiousness
b. Neuroticism
c. Agreeableness
d. Sociability
Ans: C
Cognitive Domain: Knowledge
Answer Location: Five Factor Personality Model
Question Type: MC
29. Which of the Big Five personality factors is also one of the five major traits identified in the
text?
a. Extraversion
b. Determination
c. Conscientiousness
d. Self-confidence
e. Intelligence
Ans: D
Cognitive Domain: Application
Answer Location: Five Factor Personality Model
Question Type: MC
30. Of the Big Five personality factors, which is the most strongly associated with leadership?
a. Openness
b. Neuroticism
c. Social status
d. Extraversion
Ans: D
Cognitive Domain: Comprehension
Answer Location: Five Factor Personality Model
Question Type: MC
31. Found a strong relationship between the Big Five traits and leadership:
a. Stogdill
b. Judge et al.
c. Jung and Sosik
d. Zaccaro
Ans: B
Cognitive Domain: Knowledge
Answer Location: Five Factor Personality Model
Question Type: MC
32. The Big Five consists of all of the following factors except
a. Openness
b. Neuroticism
c. Conscientiousness
d. Dominance
Ans: D
Cognitive Domain: Knowledge
Answer Location: Five Factor Personality Model
Question Type: MC
33. The trait approach is concerned with
a. Leadership situations
b. Leadership skills
c. Follower attributes
d. Leader characteristics
Ans: D
Cognitive Domain: Comprehension
Answer Location: How Does the Trait Approach Work
Question Type: MC
34. The trait approach is
a. No longer a viable leadership approach
b. Is primarily a focus of outdated research
c. Still a focus of contemporary leadership research
d. Irrelevant in modern society
Ans: C
Cognitive Domain: Application
Answer Location: How Does Trait Approach Work
Question Type: MC
35. A major strength of the trait approach is
a. There is a set list of traits that identify leadership
b. It is easy to identify the best traits for leadership
c. It can be used for leader training and development
d. It highlights the leader component of the leadership process
Ans: D
Cognitive Domain: Application
Answer Location: Strengths
Question Type: MC
36. Within an organization, the trait approach can be applied to
a. Low-level managers
b. Middle-level managers
c. Upper-level managers
d. All levels of the organization
Ans: D
Cognitive Domain: Comprehension
Answer Location: Application
Question Type: MC
37. An organization requires you to fill out a personality assessment instrument as part of your
application process for a specific position with the organization. What best explains why they
would have you do this?
a. To place you with others who share the same traits.
b. To determine whether you fit their needs for the particular position.
c. To examine your attention to detail.
d. To decide on an amount for your salary.
Ans: B
Cognitive Domain: Application
Answer Location: Application
Question Type: MC
38. People want to be able to identify leaders as those who are leading the way in our society.
This is an example of what strength of the approach?
a. Century of research
b. Intuitive appeal
c. Benchmarking traits
d. Definitive list of traits
Ans: B
Cognitive Domain: Comprehension
Answer Location: Strengths
Question Type: MC
39. Having a benchmark for what to look for if we want to be leaders is about
a. Trying to develop specifically the five major traits in the text
b. Giving a boss a specific set of traits to look for in potential new hires
c. Helping individuals see their own traits and decide if these are leadership traits
d. Specifically determining traits for a particular job promotion
Ans: C
Cognitive Domain: Analysis
Answer Location: Strengths
Question Type: MC
40. A strength of the trait approach
a. Self-confidence is the trait most important to leadership
b. There is a clear list of leader traits
c. Identifying traits is highly objective
d. It is appealing to identify special traits in leaders
Ans: D
Cognitive Domain: Comprehension
Answer Location: Strengths
Question Type: MC
41. Which of the following is not a strength of the trait approach?
a. Self-confidence is the trait most important to leadership
b. It is appealing to identify special traits in leaders
c. More than a century of research has been conducted on traits
d. It provides a benchmark for what traits to look for in individuals
Ans: A
Cognitive Domain: Comprehension
Answer Location: Strengths
Question Type: MC
42. A major criticism of the trait approach is
a. It’s intuitive appeal
b. There is no definitive list of leadership traits
c. It highlights the leader component in the leadership process
d. Research on leadership traits is fairly new
Ans: B
Cognitive Domain: Comprehension
Answer Location: Criticisms
Question Type: MC
43. The trait approach
a. Takes situations into account
b. Is highly objective
c. Is quite useful for training programs
d. Has not found one definitive list of leadership traits
Ans: D
Cognitive Domain: Comprehension
Answer Location: Criticisms
Question Type: MC
44. Individuals displaying the five major traits in the text
a. Are leaders in their workplace
b. Also display other leader traits in their workplace
c. May be leaders in their workplace
d. Also display dominance in their workplace
Ans: C
Cognitive Domain: Analysis
Answer Location: Criticisms
Question Type: MC
45. Research over the past 100 years on leadership traits
a. Has clear and unambiguous findings
b. Has produced a definitive list of traits
c. Has described leader traits that are common to all situations
d. Has failed to produce a definitive list of traits
Ans: D
Cognitive Domain: Comprehension
Answer Location: Criticisms
Question Type: MC
46. Arif is the leader of a small group of human resources professionals. Two of these staff
members, Nina and Bohan, disagree about the leadership traits that Arif displays in their work
situation. This disagreement described which of the main criticisms of the trait approach?
a. High subjectivity
b. Century of research
c. Lack of leadership emergence
d. Usefulness in training and development
Ans: A
Cognitive Domain: Comprehension
Answer Location: Criticisms
Question Type: MC
47. The trait approach is criticized for its failure to take __________ into consideration.
a. Emotional intelligence
b. Personality
c. Differences in leaders
d. Situations
e. Role of the leader
Ans: D
Cognitive Domain: Comprehension
Answer Location: Criticisms
Question Type: MC
48. I just had an argument with my supervisor about going over budget on my project. I had
strong emotions during the argument and now I and thinking about how to improve my mood at
work. This thinking about my emotions is
a. In the affective domain of emotional intelligence
b. In the cognitive domain of emotional intelligence
c. Is affective judgment of my emotions
d. Is neither affective nor cognitive judgment of my emotions
Ans: B
Cognitive Domain: Application
Answer Location: Emotional Intelligence
Question Type: MC
49. Social competence in emotional intelligence includes
a. Empathy
b. Self-regulation
c. Confidence
d. Motivation
Ans: A
Cognitive Domain: Comprehension
Answer Location: Emotional Intelligence
Question Type: MC
50. Goleman suggests that emotional intelligence
a. Is not as important to leadership as IQ
b. Is less important for meeting life’s challenges than traits
c. Plays a major role in a person’s success
d. Plays a major role at only the top management levels
Ans: C
Cognitive Domain: Comprehension
Answer Location: Emotional Intelligence
Question Type: MC
51. Applying the trait approach to 21st century leadership
a. Lacks credibility
b. Helps us understand behaviors of leaders
c. Informs that leader’s traits are a part of leadership process
d. Tells us which traits are important in which contexts
Ans: C
Cognitive Domain: Application
Answer Location: How Does Trait Work?
Question Type: MC
52. More research has been conducted on this approach than any other.
a. Trait
b. Skills
c. French and Raven’s
d. Path–goal
Ans: A
Cognitive Domain: Knowledge
Answer Location: Strengths
Question Type: MC
53. When trying to identify who leaders are, I am using _______ approach.
a. Skills
b. Trait
c. Behavioral
d. Social judgment
Ans: B
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: MC
54. The 100 or more years of research on traits was completed originally to
a. To distinguish between traits and behaviors
b. To define the five major traits associated with leadership
c. To distinguish between traits and skills
d. Determine a universal set of traits associated with leadership
Ans: D
Cognitive Domain: Application
Answer Location: Summary
Question Type: MC
55. Which of the following is a strength of the trait approach?
a. It includes behaviors as a central component
b. It is used in many leadership training and development programs
c. It helps followers fulfill their need to see their leaders as gifted and special
d. It has a definitive set of traits that researchers agree upon
Ans: C
Cognitive Domain: Comprehension
Answer Location: Strengths
Question Type: MC
56. The five traits that have been found to be the set of traits leaders must have to be considered
leaders are
a. Intelligence, sociability, self-confidence, integrity, determination
b. Self-confidence, social judgment, integrity, determination, extraversion
c. There is not a set of traits that all leaders must have
d. There is a set of leader traits that all leaders must have, just not those listed above
Ans: C
Cognitive Domain: Application
Answer Location: Summary
Question Type: MC
57. A leader who is assured and dominant in her manner is expressing
a. Agreeableness
b. Openness
c. Integrity
d. Self-confidence
Ans: D
Cognitive Domain: Application
Answer Location: Summary
Question Type: MC
58. _____________ is one of Northouse’s five major leadership traits focused on a leader’s
inclination to seek out pleasant social relationships.
a. Surgency
b. Agreeableness
c. Extraversion
d. Sociability
Ans: D
Cognitive Domain: Comprehension
Answer Location: Sociability
Question Type: MC
59. The vast majority of research on traits from early to modern day has found
a. Leaders are different from non-leaders
b. Masculinity is a common theme
c. Dominance is a common theme
d. Leaders and followers appear much the same
Ans: A
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
60. Zaccaro et. al. in 2004 analyzed several studies about
a. Masculinity and leadership
b. Self-confidence and leadership
c. Intelligence and leadership
d. Sociability and leadership
Ans: C
Cognitive Domain: Comprehension
Answer Location: Intelligence
Question Type: MC
61. Intelligence as a leader characteristic is found in which of the following approaches?
a. Behavioral and Trait
b. Trait and Situational
c. Skills and Behavioral
d. Skills and Trait
Ans: D
Cognitive Domain: Application
Answer Location: Summary
Question Type: MC
62. For effective leadership, intelligence of leaders should be
a. Fairly similar to their followers
b. Lower than their followers
c. Significantly higher than their followers’
d. Levels of intelligence do not matter in leadership
Ans: A
Cognitive Domain: Application
Answer Location: Intelligence
Question Type: MC
63. The tendency to be thorough, dependable, organized, and decisive describes which Big Five
personality factor?
a. Openness
b. Conscientiousness
c. Low neuroticism
d. Self-confidence
Ans: B
Cognitive Domain: Comprehension
Answer Location: Five Factor Model
Question Type: MC
Multiple Selection
64. Which of the following traits are not among the five major leadership traits identified in the
text?
a. Openness
b. Integrity
c. Sociability
d. Agreeableness
e. Determination
Ans: A, D
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: MS
65. Social competencies in emotional intelligence include
a. Empathy
b. Conflict management
c. Self-awareness
d. Self-confidence
Ans: A, B
Cognitive Domain: Comprehension
Answer Location: Emotional Intelligence
Question Type: MS
66. Emotional intelligence includes our ability to perceive and
a. Manipulate emotions of others
b. Manage emotions of others
c. Express emotions
d. Use emotions to facilitate thinking
Ans: C, D
Cognitive Domain: Comprehension
Answer Location: Emotional Intelligence
Question Type: MS
67. Emotional intelligence includes our ability to perceive and
a. Express emotions
b. Use emotions to facilitate thinking
c. Reason/understand emotions
d. Manage emotions within oneself
Ans: A, B, C, D
Cognitive Domain: Comprehension
Answer Location: Emotional Intelligence
Question Type: MS
68. Completing a personal assessment of one’s own leadership traits
a. Helps individuals assess their own strengths
b. Helps individuals determine their potential for promotion
c. Helps individuals understand how they fit into an organization
d. Helps organizations choose lower-level managers
Ans: A, C
Cognitive Domain: Application
Answer Location: How Does the Trait Approach Work
Question Type: MS
69. Taking a trait assessment can help people
a. Gain insight about their own traits
b. Pinpoint their weaknesses
c. Recognize potential traits to develop
d. Manipulate others to gain a higher standing in their organization
Ans: A, B, C
Cognitive Domain: Comprehension
Answer Location: Application
Question Type: MS
70. Mann’s study in 1959
a. Focused on situational factors in leadership
b. Reviewed studies on traits of leaders in small groups
c. Suggested that certain traits could be used to identify leaders from non-leaders
d. Described leader traits in terms of social perceptiveness rather than dominance
Ans: B, C
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MS
True/False
71. Openness is one of the five traits in the text that focuses on honesty and trustworthiness.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: Big Five Personality Model
Question Type: TF
72. A strength of the trait approach is that it links specific leader traits to organizational
outcomes.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: Strengths
Question Type: TF
73. The trait approach focuses primarily on the leader, not on the followers or the situation.
a. True
b. False
Ans: True
Cognitive Domain: Knowledge
Answer Location: How Does the Trait Approach Work?
Question Type: TF
74. The great person approach stresses that leaders' traits are learned.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: TF
75. The great person approach focuses on important political leaders.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: TF
76. The trait approach has a century of research to back it up.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Strengths
Question Type: TF
77. The trait approach failed to identify a definitive set of specific leadership traits.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Criticism
Question Type: TF
78. In his early studies, Stogdill found that leaders in one situation would almost always be
leaders in another situation.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: TF
79. Stogdill's later studies argued that personality and situational factors were both determinants
of leadership.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: TF
80. A major strength of the trait approach is that it is quite useful for training.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: Strengths
Question Type: TF
81. Some studies have suggested that masculinity is a leadership trait.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: TF
82. The trait approach determines the most important traits in a highly objective way.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: How Does the Trait Approach Work?
Question Type: TF
83. The trait approach determines the most important traits in a highly objective way.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: How Does the Trait Approach Work?
Question Type: TF
84. Of all the traits that are related to leadership, intelligence is probably the strongest (most
consistent).
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: TF
85. In application, the trait approach can help individuals pinpoint their strengths and
weaknesses.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Application
Question Type: TF
86. The trait approach emphasizes that leadership resides within the individual.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: TF
87. A high level of neuroticism is positively correlated with leadership in Judge’s research.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: Big Five Personality
Question Type: TF
88. The Big Five and leadership meta-analysis found that the factor most strongly associated
with leadership is conscientiousness.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: Five Factor Personality Model
Question Type: TF
89. The trait approach successfully identified one list of specific leader traits.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: Criticisms
Question Type: TF
90. The trait approach determines the most important traits in a highly objective way.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: Criticisms
Question Type: TF
Essay
91. Why has the trait approach failed to provide a definitive list of leadership traits?
Ans: The approach has failed to take into account the impact of different situations, which may
call for different traits. The traits are not consistently operationalized and measured between
studies. Lists of important leadership traits are often subjective.
Cognitive Domain: Application
Answer Location: Criticisms
Question Type: Essay
92. Defend or refute: Personality assessment instruments are accurate ways of identifying
potential leaders within organizations.
Ans: If one holds the view that personal attributes are fixed and cannot be developed, then
identifying desired traits is one way of assessing potential leadership of organizational members.
Assessment instruments are limited in effectiveness in that organizations and their environments
change over time and the traits that serve members well in one setting may be less effective in
another. If one holds the view that personal attributes can be developed, then assessment
instruments may be useful in identifying initial desirable traits and, later on, measuring members'
progress in developing these traits. Personality assessment instruments, however, do not give the
full picture of a person's capabilities.
Cognitive Domain: Application
Answer Location: Five-factor Personality Model
Question Type: Essay
93. Of the five major leadership traits discussed in the chapter, which would you claim to be the
most important? Which the least important? Support your claim with specific examples from the
chapter.
Ans: The following traits should be referenced and supported through examples that demonstrate
specifics of each: Intelligence: Having strong verbal ability, perceptual ability, and reasoning
appears to make one a better leader. Should not differ much from the follower as this may cause
communication problems. Self-confidence: the ability to be certain about one's competencies
and skills, closely tied to influence. Determination: Determination is the desire to get the job
done and includes characteristics such as initiative, persistence, dominance, and drive.
Integrity: Leaders with integrity inspire confidence in others because they can be trusted to do
what they say they are going to do. Sociability: Leaders who show sociability are friendly,
outgoing, courteous, tactful, and diplomatic.
Cognitive Domain: Application
Answer Location: Description
Question Type: Essay
94. Are leaders born or made? Defend your answer using information from either trait or skills
approach.
Ans: Answers will vary. Trait answers should include leaders are born because they have inborn
traits that help them be identified as leaders by their followers. Not all people can possess these
traits and people cannot really develop a trait. Therefore leaders are born not made.
Skills answers include leaders are made because skills and competencies can be learned and
developed. This makes leadership available to everyone if individuals take the time, energy, and
reflection to develop their skills for good leadership outcomes.
Cognitive Domain: Application
Answer Location: Application
Question Type: Essay
95. How do the Big Five personality factors relate to the five major leadership traits identified in
the text?
Ans: Answers will vary. Self-confidence is similar to extraversion in the sociable and assertive
area. Intelligence is similar to openness in that the insightful and informed and creative relate
somewhat to reasoning capacity. Agreeableness and sociability share the accepting and nurturing
or human capacities. Determination and conscientiousness are similarly focused on dependability
and getting things done. Neuroticism is not what we want in leaders, and integrity as a
leadership trait is not part of the Big Five explicitly.
Cognitive Domain: Application
Answer Location: Five-factor Personality Model
Question Type: Essay
Multiple Choice
1. Teams that meet face-to-face
a. Are more effective than virtual teams
b. Are less effective than virtual teams
c. Can be equally as effective as virtual teams
d. Often encounter more interpersonal issues than virtual teams
Ans: C
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
2. The definition of what constitutes a team
a. Is easily defined
b. Is defined the same way by all organizations
c. Continues to evolve
d. Has been defined the same way for a century
Ans: C
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
3. Organizational teams have been the focus of many studies in order to
a. Determine the skill level of the team members
b. Find ways to help less capable members still succeed
c. Support organizational distribution of workload
d. Find strategies for maintaining a competitive advantage
Ans: D
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
4. An advantage that effective teams can bring to organizations is
a. Higher-quality leader and follower exchanges
b. Reduction in overtime worked
c. More innovative and creative success
d. Cost benefits
Ans: C
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
5. The traditional authority structure in organizations
a. Provides a safety net for teams
b. Often does not support lateral decision making
c. Can enhance the team culture
d. Often leads to successful, creative teamwork
Ans: B
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
6. Teamwork as described in the text is
a. Lateral decision making
b. Vertical decision making
c. Hierarchical decision making
d. Team leader decision making
Ans: A
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
7. The term heterarchy refers to
a. The power struggles in teams
b. The shifts in power from team member to top leadership
c. The coercive power shifting in teams
d. The dynamic power shifting in teams
Ans: D
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
8. Heterarchy leads to positive outcomes
a. For all team members
b. For team members who want power
c. If team members find heterarchy legitimate
d. If the top leader makes the final decision
Ans: C
Cognitive Domain: Application
Answer Location: Description
Question Type: MC
9. Teamwork success requires
a. Organizational culture based on authoritarian decision making
b. Organizational culture based on position
c. Organizational culture that is easy to change
d. Organizational culture that supports lateral decision making
Ans: D
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
10. Day et al. refer to shared leadership as
a. Leader distributive method
b. Follower empowerment
c. Team leadership capacity
d. Shared leader capacity
Ans: C
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: MC
11. A benefit of shared leadership compared with a non-shared leadership process is
a. More cohesion
b. More challenges
c. More conflict
d. More disruption
Ans: A
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: MC
12. A disadvantage of shared leadership is
a. There are no disadvantages
b. It involves risk
c. It takes more time
d. Leaders do not like this process
Ans: B
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
13. In the team leadership model, the leader’s job is
a. Take action for all problems
b. Solve team member conflicts
c. Monitor and take appropriate action
d. Use the team as a personal support system
Ans: C
Cognitive Domain: Comprehension
Answer Location: Team Leadership Model
Question Type: MC
14. When the leader sees and interprets the team’s experiences in organizational context it is
called
a. Requisite variety
b. Leader complexity
c. Behavioral flexibility
d. Mental model
Ans: D
Cognitive Domain: Comprehension
Answer Location: Team Leadership Model
Question Type: MC
15. I am a leader who carefully watches the complexity of the situation and takes appropriate
actions. I am using
a. Requisite variety
b. Mental modeling
c. Environmental actions
d. Social modeling
Ans: A
Cognitive Domain: Comprehension
Answer Location: Team Leadership Model
Question Type: MC
16. The leader must match appropriate behaviors with a team member’s problem. This is similar
to the basic concepts in which theory?
a. Leader-member exchange
b. Situational approach
c. Authentic leadership
d. Servant leadership
Ans: B
Cognitive Domain: Application
Answer Location: Team Leadership Model
Question Type: MC
17. What are the two critical functions of team effectiveness in Hill’s model?
a. Development and analysis
b. Performance and leader outcomes
c. Leadership outcomes and analysis
d. Performance and development
Ans: D
Cognitive Domain: Comprehension
Answer Location: Team Effectiveness
Question Type: MC
18. In Hill’s Team Leadership Model, the cohesiveness of the team and the ability of team
members to satisfy their own needs while working effectively with other team members defines
a. Development
b. Commitment
c. Recognition
d. Results-driven leadership
Ans: A
Cognitive Domain: Comprehension
Answer Location: Team Effectiveness
Question Type: MC
19. Which of the following is not one of Hackman’s six enabling conditions of effective team
functioning?
a. Real team
b. Clear conduct norms
c. Compelling purpose
d. Collaborative climate
Ans: D
Cognitive Domain: Knowledge
Answer Location: Team Effectiveness
Question Type: MC
20. Which of Larson & LaFasto’s characteristics of team excellence is associated with
Hackman’s “clear norms of conduct”?
a. Compelling purpose
b. Unified commitment
c. Standards of excellence
d. Competent team members
Ans: C
Cognitive Domain: Knowledge
Answer Location: Team Effectiveness
Question Type: MC
21. Which of Larson & LaFasto’s characteristics of team excellence is associated with
Hackman’s “team focused coaching”?
a. Compelling purpose
b. Principled leadership
c. Standards of excellence
d. Competent team members
Ans: B
Cognitive Domain: Knowledge
Answer Location: Team Effectiveness
Question Type: MC
22. Which of Larson & LaFasto’s characteristics of team excellence is associated with
Hackman’s “real team”?
a. Results-driven structure
b. Unified commitment
c. Standards of excellence
d. Supportive organizational structure
Ans: B
Cognitive Domain: Knowledge
Answer Location: Team Effectiveness
Question Type: MC
23. Our team leader outlined the objectives of our new project and identified our expected
outcomes. Our leader was using which characteristic of team excellence?
a. Clear, elevating goal
b. Clear norms of conduct
c. Collaborative climate
d. Principled leadership
Ans: A
Cognitive Domain: Application
Answer Location: Team Effectiveness
Question Type: MC
24. Our emergency room medical team has clear tasks for each member, a code of conduct we
implement each day, and a group that functions well together. Our team is displaying which
characteristic of team excellence?
a. Clear, elevating goal
b. Results-driven structure
c. Collaborative climate
d. Principled leadership
Ans: B
Cognitive Domain: Application
Answer Location: Team Effectiveness
Question Type: MC
25. Our team has just the right mix of people with complementary skills and strengths. Our team
is displaying which characteristic of team excellence?
a. Standards of excellence
b. Clear norms of conduct
c. Competent team members
d. Principled leadership
Ans: C
Cognitive Domain: Application
Answer Location: Team Effectiveness
Question Type: MC
26. Our food product development team has an excellent sense of team unity and employs a
spirit of camaraderie in daily operations together. Which characteristic of team excellence is our
team displaying?
a. Results-driven structure
b. Clear norms of conduct
c. Coaching atmosphere
d. Unified commitment
Ans: D
Cognitive Domain: Application
Answer Location: Team Effectiveness
Question Type: MC
27. I enjoy working with this team because we all trust each other and respect what each person
brings to the team. Which characteristic of team excellence am I displaying?
a. Collaborative climate
b. Clear norms of conduct
c. Coaching atmosphere
d. Unified commitment
Ans: A
Cognitive Domain: Application
Answer Location: Team Effectiveness
Question Type: MC
28. We all feel committed to do our best because as a team we created our code of conduct and
performance criteria together. Which characteristic of team excellence is our team displaying?
a. Results-driven structure
b. Standards of excellence
c. Real team
d. Unified commitment
Ans: B
Cognitive Domain: Application
Answer Location: Team Effectiveness
Question Type: MC
29. Our organization provides us with the resources we need to complete our team projects and
has a generous bonus system if we exceed standards and meet deadlines. Which characteristic of
team excellence is our organization displaying?
a. Results-driven structure
b. Internal support and recognition
c. External support and recognition
d. Collaborative climate
Ans: C
Cognitive Domain: Application
Answer Location: Team Effectiveness
Question Type: MC
30. I am a leader who is focused on influencing the team in positive ways to be effective. Which
characteristic of team excellence am I displaying?
a. Results-driven structure
b. Compelling purpose
c. External support and recognition
d. Principled leadership
Ans: D
Cognitive Domain: Application
Answer Location: Team Effectiveness
Question Type: MC
31. The principled leadership characteristic of team excellence is central to team effectiveness,
influencing the team through four processes. Which is not one of these processes?
a. Cognitive
b. Collaborative
c. Motivational
d. Coordination
Ans: B
Cognitive Domain: Knowledge
Answer Location: Team Effectiveness
Question Type: MC
32. Slow-to-act leaders might affect the team by
a. Increased positional leadership
b. Decreased decision effectiveness
c. Encouraging team members to emerge as leaders
d. Preventing problems from getting out of control
Ans: C
Cognitive Domain: Comprehension
Answer Location: Leadership Decisions
Question Type: MC
33. The team I am leading is in conflict with constant infighting and little focus on the project’s
goals. I should take
a. External task action
b. Internal task action
c. Internal relational action
d. External environmental action
Ans: C
Cognitive Domain: Application
Answer Location: Leadership Decisions
Question Type: MC
34. My team gets along well with one another and has worked together for a long time and
consistently exceeded its goals despite recent changes in our company. Recently, the organization
has made some reporting structure changes and has had to reduce the workforce from budgetary
constraints on the company. Applying McGrath’s critical leadership functions, I need to
a. Do internal monitoring
b. Take internal executive action
c. Do external monitoring
d. Take external executive action
Ans: C
Cognitive Domain: Application
Answer Location: Leadership Decisions
Question Type: MC
35. External environmental actions include
a. Coaching
b. Structuring for results
c. Modeling principles
d. Advocating
Ans: D
Cognitive Domain: Knowledge
Answer Location: Leadership Actions
Question Type: MC
36. What needs to happen for the team to effectively perform and to have solid development?
a. Leadership decisions must monitor or take action
b. Leadership decisions must be centered on internal action only
c. Leadership decisions must be centered on external action only
d. Leadership decisions must monitor internal environmental actions
Ans: A
Cognitive Domain: Application
Answer Location: Leadership Actions
Question Type: MC
37. When a leader uses skills to improve the task performance effectiveness of the team he is
using
a. Environmental leadership monitoring processes
b. External leadership action processes
c. Internal relational leadership actions
d. Internal task leadership actions
Ans: D
Cognitive Domain: Comprehension
Answer Location: Leadership Actions
Question Type: MC
38. I am using controlling, coordinating, mediating and synthesizing as I focus on issues to help
the team complete goals. Which type of leadership decision making am I using?
a. Internal relationship actions
b. External relationship actions
c. Internal task actions
d. Environmental assessment actions
Ans: C
Cognitive Domain: Comprehension
Answer Location: Leadership Actions
Question Type: MC
39. One of my team members constantly has his ideas minimized by other group members. He
appears disheartened and has withdrawn from the team brainstorming processes. I should
employ which internal relational leadership action with this team?
a. Goal focusing
b. Satisfying individual member needs
c. Modeling ethical practices
d. Buffering team members from environmental distractions
Ans: B
Cognitive Domain: Comprehension
Answer Location: Leadership Actions
Question Type: MC
40. Negotiating upward to secure necessary resources, support, and recognition for the team is an
example of
a. An external environmental leadership action
b. A relational external leadership action
c. A task internal leadership action
d. A relational internal leadership action
Ans: A
Cognitive Domain: Knowledge
Answer Location: Leadership Actions
Question Type: MC
41. When the leader assessment of the team has determined that the team is functioning well,
what should the leader do?
a. Take appropriate action
b. Nothing
c. Monitor the internal and external environments
d. Provide relational coaching
Ans: C
Cognitive Domain: Comprehension
Answer Location: How Does Team Leadership Work?
Question Type: MC
42. One strength of the team leadership model is
a. Its complexity
b. Changes in leaders disrupt the team process
c. Its prescriptive nature
d. Its application to real-life organizations
Ans: D
Cognitive Domain: Comprehension
Answer Location: Strengths
Question Type: MC
43. Which of the following is not a strength of the team leadership model?
a. Its complexity
b. It provides a cognitive guide to aid leaders in maintaining effective teams
c. Shared leadership works for all team members’ skill levels
d. It provides for a shared leadership model in organizations
Ans: A
Cognitive Domain: Comprehension
Answer Location: Strengths
Question Type: MC
44. Which of the following is not a criticism of the team leadership model?
a. Its complexity
b. It includes only a partial list of skills leaders might use to make team decisions
c. Shared leadership might not work for all team members’ skill levels
d. It provides a cognitive guide to aid leaders in maintaining effective teams
Ans: D
Cognitive Domain: Comprehension
Answer Location: Criticisms
Question Type: MC
45. According to team leadership theory, the leader is primarily
a. An analyst for diagnosing group deficiencies.
b. A medium for processing information.
c. A forecaster for anticipating environmental changes.
d. A judge for establishing acceptable procedures.
Ans: B
Cognitive Domain: Comprehension
Answer Location: Team Leadership Model
Question Type: MC
46. In team leadership theory, two of the leader's primary decisions are
a. To build a vision and implement change.
b. To monitor or take action.
c. To be a role model and an innovator.
d. To organize and to control.
Ans: B
Cognitive Domain: Comprehension
Answer Location: Team Leadership Model
Question Type: MC
47. McGrath describes diagnosing group deficiencies as part of
a. Monitoring/internal.
b. Executive action/internal.
c. Monitoring/external.
d. Executive action/external.
Ans: A
Cognitive Domain: Comprehension
Answer Location: Leadership Decisions
Question Type: MC
48. For leaders, McGrath's critical leadership functions do not include which type of group
leadership function?
a. Diagnosing group deficiencies
b. Preventing deleterious changes
c. Negating remedial action
d. Forecasting environmental changes
Ans: C
Cognitive Domain: Comprehension
Answer Location: Leadership Decisions
Question Type: MC
49. According to Zaccaro, principled leadership influences team effectiveness through these
processes:
a. Supporting, controlling, delegating, and directing.
b. Cognitive, motivational, affective, and integrative.
c. Forming, storming, norming, and performing.
d. Technical, interpersonal, intrapersonal, and empathetical.
Ans: B
Cognitive Domain: Comprehension
Answer Location: Principled Leadership
Question Type: MC
50. Leadership decisions include all of the following except
a. Task or relational
b. Overt or covert
c. Monitor or take action
d. Internal or external
Ans: B
Cognitive Domain: Comprehension
Answer Location: Leadership Decisions
Question Type: MC
51. Team effectiveness is evaluated on these desired team outcomes:
a. Performance and development.
b. Norming and forming.
c. Technical and empathetical.
d. Controlling and delegating.
Ans: A
Cognitive Domain: Comprehension
Answer Location: Team Effectiveness
Question Type: MC
52. Characteristics of team effectiveness include all of the following except
a. Unified commitment.
b. Relationship-driven structure.
c. External support.
d. Collaborative climate.
Ans: B
Cognitive Domain: Knowledge
Answer Location: Team Effectiveness
Question Type: MC
53. Internal relational leadership actions include all of these except
a. Collaborating: including, involving.
b. Managing conflict and power issues.
c. Building commitment.
d. Networking and forming alliances.
Ans: D
Cognitive Domain: Knowledge
Answer Location: Team Effectiveness
Question Type: MC
54. Which of the following is not one of the characteristics of team excellence, according to
Larson and LaFasto?
a. Results-driven structure.
b. Collaborative climate.
c. Authoritative leadership.
d. Clear, elevated goal.
Ans: C
Cognitive Domain: Comprehension
Answer Location: Team Effectiveness
Question Type: MC
55. External leadership actions include:
a. Relational.
b. Environmental.
c. Leadership decisions.
d. Task.
Ans: B
Cognitive Domain: Knowledge
Answer Location: Leadership Actions
Question Type: MC
56. What scholar(s) provided grounded research support for the group effectiveness approach?
a. Hackman and Walton
b. McGrath
c. Larson and LaFasto
d. Hill
Ans: A
Cognitive Domain: Knowledge
Answer Location: Team Effectiveness
Question Type: MC
57. Hill's model for team leadership suggests what number of leadership decisions a leader must
make before taking leadership actions?
a. 4
b. 3
c. 7
d. 5
Ans: B
Cognitive Domain: Knowledge
Answer Location: Team Model of Leadership
Question Type: MC
58. McGrath suggests preventing deleterious changes as part of
a. Monitoring/internal.
b. Executive action/internal.
c. Monitoring/external.
d. Executive action/external
Ans: D
Cognitive Domain: Comprehension
Answer Location: Leadership Decisions
Question Type: MC
59. Team leadership research started focusing on more than just outcomes in the
a. 1990s.
b. 1960s.
c. 1980s.
d. 1970s.
Ans: A
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: MC
60. A criticism of the team leadership model is
a. It does not place the ongoing work group in an environmental context.
b. It neglects to account for the changing roles of leaders in organizations.
c. It is too complex and isn't practical for a growing number of team leaders.
d. It does not help in selecting team leaders.
Ans: C
Cognitive Domain: Comprehension
Answer Location: Criticisms
Question Type: MC
61. What scholar(s) studied real-life successful teams and found eight characteristics that were
consistently associated with team excellence?
a. Hackman and Walton
b. Hill
c. Larson and LaFasto
d. McGrath
Ans: C
Cognitive Domain: Comprehension
Answer Location: Leadership Effectiveness
Question Type: MC
62. The team leadership model puts who or what in the driver's seat of team effectiveness?
a. Leaders
b. Leadership
c. Management
d. Team members
Ans: B
Cognitive Domain: Comprehension
Answer Location: Team Leadership Model
Question Type: MC
63. Team leaders need to construct a mental model to
a. Identify problems and solutions within the team.
b. Take simple problems and find hidden complexities.
c. Improve their communication skills.
d. Give team members the role of problem solving.
Ans: A
Cognitive Domain: Comprehension
Answer Location: Team Leadership Model
Question Type: MC
64. Liz is a team leader at a local grocery store. Recently, her boss said that she needs to address
the negative attitudes of employees. To try and fix this problem, she has begun awarding giftcards to employees who have great attitudes. What internal leadership intervention is Liz
addressing?
a. Managing conflict
b. Facilitating decisions
c. Goal focusing
d. Satisfying needs
Ans: C
Cognitive Domain: Application
Answer Location: Leadership Decisions
Question Type: MC
65. According to McGrath, “taking remedial action” is part of
a. Executive action/external.
b. Executive action/internal.
c. Monitor/external.
d. Monitor/internal.
Ans: B
Cognitive Domain: Comprehension
Answer Location: Leadership Decisions
Question Type: MC
66. Internal task leadership actions include all of the following except
a. Collaborating.
b. Goal focusing.
c. Structuring for results.
d. Organizing.
Ans: A
Cognitive Domain: Know
Answer Location: Leadership Actions
Question Type: MC
67. What model attempts to integrate mediation and monitoring concepts with team
effectiveness?
a. Team leadership model
b. Critical leadership functions model
c. Group effectiveness model
d. Team excellence model
Ans: A
Cognitive Domain: Comprehension
Answer Location: Team Leadership Model
Question Type: MC
68. Forecasting environmental changes fits into what quadrant of the critical leadership
functions?
a. Monitor/internal
b. Monitor/external
c. Executive action/internal
d. Executive action/external
Ans: B
Cognitive Domain: Comprehension
Answer Location: Leadership Actions
Question Type: MC
69. Examples of organizational teams can include all of the following except
a. Task force.
b. Work unit.
c. Quality team.
d. Project manager.
Ans: D
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: MC
Multiple Selection
70. Outcomes of effective organizational teams include
a. Reduced productivity
b. Greater productivity
c. Less use of resources
d. Higher-quality end products
Ans: B/D
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
71. Parameters that define the term “team” in the text include
a. Interdependent members
b. Intradependent members
c. Need to coordinate efforts
d. Desire to collaborate
Ans: A, C
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MS
72. Workplace reliance on teams in modern workplaces is due in part to
a. Globalization
b. Flattening of organizational structures
c. Need to reduce stress in the workplace
d. Increasing need for hierarchical structures
Ans: A, B
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MS
73. Team-based and technology-enabled organizational structures
a. Are part of hierarchical organizations
b. Are found in organizations with flatter structures
c. Rely on teams using new and robust technology
d. Are found in organizations in the same geographical location
Ans: B, C
Cognitive Domain: Application
Answer Location: Description
Question Type: MS
74. Distributive team leadership functions can be performed by
a. The formal team leader
b. A team member
c. Someone on another team
d. A collaborative member of another team
Ans: A, B
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MS
75. To achieve team effectiveness, the team leader must
a. Analyze internal situations
b. Analyze external situations
c. Ask team members their opinion
d. Implement appropriate responses
Ans: A, B, D
Cognitive Domain: Comprehension
Answer Location: Team Leadership Model
Question Type: MS
76. Which of the following are included in the types of leadership decisions to be made in Hill’s
model of team leadership?
a. Assess and define
b. Monitor or intervene
c. Task or relationship actions
d. Support or intervene
Ans: B, C
Cognitive Domain: Comprehension
Answer Location: Leadership Decisions
Question Type: MS
77. When I am monitoring the team by watching and assessing how the team is functioning as a
whole I am
a. Monitoring the internal environment
b. Monitoring the external environment
c. Monitoring the organizational resource environment
d. Monitoring the external team conflicts
Ans: A, B
Cognitive Domain: Comprehension
Answer Location: Leadership Decisions
Question Type: MS
78. Taking executive action that is remedial is
a. An internal action
b. An external action
c. An external monitoring process
d. A task or relationship internal action
Ans: A, D
Cognitive Domain: Comprehension
Answer Location: Leadership Decisions
Question Type: MS
79. Internal task-oriented leadership actions include
a. Goal focusing
b. Managing conflict
c. Networking
d. Facilitating decisions
Ans: A, D
Cognitive Domain: Knowledge
Answer Location: Leadership Actions
Question Type: MS
80. The team leadership model
a. Can be applied in many types of teams
b. Can be applied in teams in many different types of organizations
c. Lacks applicability to structured teams
d. Lacks applicability to teams with leaders of variable skills
Ans: A, B
Cognitive Domain: Comprehension
Answer Location: Application
Question Type: MS
81. The critical function of a leader in the team leadership model is to help the team accomplish
its goals by
a. Using group development theory to apply correct actions
b. Taking fast action to avoid team conflict
c. Taking requisite action based on diagnostic factors
d. Monitoring and diagnosing the team
Ans: C, D
Cognitive Domain: Comprehension
Answer Location: Summary
Question Type: MS
True/False
82. Current research on groups focuses more on team variables than exclusively on outcomes of
team performance.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: TF
83. Team goals need to be very clear.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: TF
84. Flatter organizations refer to the trend of shifting decision-making powers upward in the
organizational hierarchy.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: TF
85. The functional perspective on group leadership contends that the leader has a special
responsibility to do whatever is necessary to meet the needs of the group.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Team Leadership Model
Question Type: TF
86. According to team leadership theory, individuals other than the formal leader can perform the
critical leadership functions.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: Leadership Decisions
Question Type: TF
87. Most experts agree that team leadership is a simple process.
a. True
b. False
Ans: False
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: TF
88. A mistake commonly made is to call a work group a “team” but treat it as a collection of
individuals.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: TF
89. Effective team leaders need to have a wide repertoire of skills.
a. True
b. False
Ans: True
Cognitive Domain: Knowledge
Answer Location: Team Leadership Model
Question Type: TF
90. Networking and advocating are examples of external team leadership actions.
a. True
b. False
Ans: True
Cognitive Domain: Knowledge
Answer Location: Leadership Actions
Question Type: TF
91. The team leadership model provides the leader or a designated team member with a mental
road map to diagnose team problems.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Team Leadership Model
Question Type: TF
92. Teams with distributed leadership have some advantages over single leader teams.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: TF
93. In virtual teams, relational functions are more critical than in traditional, face-to-face teams.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: TF
94. If team goals are unclear, an internal relational intervention is needed to focus on building
commitment.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: Leadership Decisions
Question Type: TF
95. Leader effectiveness should be assessed along with team effectiveness in the team leadership
model.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Team Leadership Model
Question Type: TF
Essay
96. Describe the monitoring function of team leadership. How does it change in a fast-paced
environment?
Ans: Functions as tool to assess whether the leader needs to step in and repair problem. Includes
continual scanning and observing both the internal functions of the team and the team’s
environment, as well as the need to gather, analyze, organize, and interpret information to make
informed decisions.
Cognitive Domain: Application
Answer Location: Leadership Decisions
Question Type: Essay
97. Much of the effectiveness of the team leadership model depends on accurate diagnoses of
team problems. What skills does this require? What can a leader do to improve skill in this
area?
Ans: Types of possible skills include being behaviorally flexible; conceptual skills; and being
perceptive, open, objective, analytical, and a good listener. Students may mention traits as well
(i.e., intelligence, confidence). Improvement mainly comes from experience and practice.
Cognitive Domain: Application
Answer Location: Leadership Decisions
Question Type: Essay
98. How does management of virtual teams differ from face-to-face teams? Do all parts of the
team leadership model apply as well to virtual teams?
Ans: It is important for virtual leaders to be able to “read” the contexts of silences and
misunderstandings without normal cues to guide them. They need to be very aware of team flow
to anticipate when action is needed and deadlines will not be met. Virtual team leaders should
apply all parts of the team leadership model. They must be even more attentive and aware of all
parts of the model due to the added challenges of virtual leadership.
Cognitive Domain: Application
Answer Location: Leadership Decisions
Question Type: Essay
99. How can a leader create unified commitment on a team?
Ans: Using characteristics of team effectiveness (i.e., enabling structure, expert coaching, clear
direction); creating a “collaborative climate”; and getting members to invest in the “clear,
elevating goal”. The text also suggests that “team spirit can be developed by involving members
in all aspects of the process.”
Cognitive Domain: Application
Answer Location: Team Effectiveness
Question Type: Essay
100. Hypothetically, the decision-making steps involved in the team leadership model could be
done by any member of the team. Under what conditions would a team need to have more than
just the leader monitoring and intervening?
Ans: Ideally a team would have skilled members, all of whom could monitor the group’s actions
at all times. Any member might see a problem that needs to be addressed and decide to take an
action. Such shared leadership would be particularly helpful in a team that has internal task and
relational problems as well as external problems. The team leader might not be able to address all
of the problems simultaneously. For example, team members might intervene internally to
improve interpersonal problems while the leader focuses on intervening on the task issue. And
together the leader and members could focus on dealing with the external problems. Team
leaders do not always accurately diagnose team problems, and having team members also
monitoring and taking requisite action can lead to greater effectiveness.
Cognitive Domain: Analysis
Answer Location: Leadership Decisions
Question Type: Essay
101. Gender is not mentioned as a relevant factor in this model, but has been mentioned in
previous chapters of our textbook. How would Watson and Hoffman (2004) predict that male
and female leaders would be perceived when using the team leadership model? What would you
predict?
Ans: Because so much of the decision making in the team leadership model is task related,
Watson and Hoffman would predict equal influence and team performance outcomes for men
and women leaders. However, women leaders would be rated lower on likability and leadership,
which might affect team effectiveness factors such as collaborative climate. If the decisionmaking process involved more internal relational decisions, one might expect women to be rated
equal to men or perhaps even more highly.
Cognitive Domain: Analysis
Answer Location: Leadership Decisions
Question Type: Essay
Multiple Choice
1. It is accurate to say that Situational Leadership®® II (SLII®®) is primarily
a. Descriptive
b. Prescriptive
c. Well supported by research
d. Trait related
Ans: B
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: MC
2. Which of the following statements best describes Situational Leadership®?
a. Specific leaders are needed in specific situations
b. Leaders must adapt to the situation, but not to the followers
c. Different situations demand different kinds of leadership
d. Leadership is directive
Ans: C
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
3. Who focused on leaders matching their styles to the competence and commitment of
employees?
a. Stogdill
b. Hersey and Blanchard
c. Blake and McCanse
d. Katz
Ans: B
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: MC
4. The situational approach
a. Is irrelevant in modern day leadership
b. Focuses on describing not prescribing leadership
c. Is used widely in leadership training and development
d. Determined that high-directive and high-supportive behaviors work best in all situations
Ans: C
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
5. The SLII® model is divided into two parts:
a. Leadership attributes and follower skills
b. Leadership skills and follower development level
c. Leadership development levels and follower behaviors
d. Leadership style and follower development level
Ans: D
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: MC
6. Adjusting leadership styles is based on the assumption that
a. Followers’ skills and motivation vary over time
b. Leaders have to develop basic skills prior to assessing follower needs
c. Followers’ skill level stays the same, whereas motivation level varies
d. Leaders adjust their styles to the behavioral styles of followers
Ans: A
Cognitive Domain: Application
Answer Location: Description
Question Type: MC
7. In the SLII® model, leaders evaluate how __________ and _________ followers are to
perform a task.
a. Intentional and committed
b. Motivated and determined
c. Competent and committed
d. Focused and intelligent
Ans: C
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
8. Follower development level in SLII® is determined by level of
a. Competence and commitment
b. Social judgment and cognitive ability
c. Sociability and determination
d. Task and directive behaviors
Ans: A
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: MC
9. In SLII®, leaders use different degrees of ______ and ______ to meet the needs of followers.
a. Motivation and determination
b. Competence and commitment
c. Supportive and directive behaviors
d. Social judgment and cognitive ability
Ans: C
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
10. The Situational Leadership® approach
a. Is one of the more widely recognized leadership approaches
b. Integrates leadership skills with follower skills
c. Integrates leadership behaviors with follower traits
d. Is not recognized as a legitimate modern day leadership approach
Ans: A
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
11. The situational approach labels leaders’ styles specifically as
a. Initiating structure and consideration
b. High task and low task
c. Task and relationship
d. Directive and supportive
Ans: D
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
12. You are president of a large corporation. At a typical monthly meeting, each of your vice
presidents gives standard area reports. In the past, these reports have been good, and the VPs
seem satisfied about their work. Based on SLII®, which leadership style should you exhibit at
the next meeting?
a. Style 1
b. Style 2
c. Style 3
d. Style 4
Ans: D
Cognitive Domain: Comprehension
Answer Location: Leadership Styles
Question Type: MC
13. Which leadership style includes a high level of support and also is one in which the leader
makes the final decision about goal accomplishment.
a. Directing
b. Supporting
c. Delegating
d. Coaching
Ans: D
Cognitive Domain: Comprehension
Answer Location: Leadership Styles
Question Type: MC
14. A leader who gives followers instructions about how and when goals should be achieved and
supervises them carefully is using
a. Directing behaviors
b. Supporting behaviors
c. Delegating behaviors
d. Coaching behaviors
Ans: A
Cognitive Domain: Comprehension
Answer Location: Leadership Styles
Question Type: MC
15. A leader who gives recognition and social support to followers is using
a. Directing behaviors
b. Supporting behaviors
c. Delegating behaviors
d. Coaching behaviors
Ans: B
Cognitive Domain: Comprehension
Answer Location: Leadership Styles
Question Type: MC
16. A leader who lets followers take responsibility for task accomplishment and has less
involvement with followers is using
a. Directing behaviors
b. Supporting behaviors
c. Delegating behaviors
d. Coaching behaviors
Ans: C
Cognitive Domain: Comprehension
Answer Location: Leadership Styles
Question Type: MC
17. You were recently hired into an organization that you have always wanted to work at, and in
addition, your education and experience complement your new position perfectly. According to
the situational model, your level of development is
a. S2
b. D2
c. S1
d. D4
Ans: D
Cognitive Domain: Comprehension
Answer Location: Development Levels
Question Type: MC
18. You recently were promoted to a new position and are very excited, but you have little to no
experience with numerous aspects of the new position. According to the situational model, your
level of development is
a. S4
b. D2
c. S1
d. D4
Ans: B
Cognitive Domain: Comprehension
Answer Location: Development Levels
Question Type: MC
19. You have been employed at your organization for some time and are starting to gain the
necessary skills associated with your position but have trouble staying as motivated as you used
to be. According to the situational model, your level of development is
a. S4
b. D2
c. S1
d. S2
Ans: B
Cognitive Domain: Comprehension
Answer Location: Development Levels
Question Type: MC
20. As a recent graduate from the top paper science program in the country, you quickly receive a
position with a large paper company and are given a high-salary position. You are very nervous
and feel that you need more experience or assistance to meet organizational standards.
According to the situational model, your level of development is
a. S4
b. D2
c. S1
d. D4
Ans: D
Cognitive Domain: Comprehension
Answer Location: Development Levels
Question Type: MC
21. Low in competence and high in commitment
a. D1
b. D2
c. S2
d. S4
Ans: A
Cognitive Domain: Knowledge
Answer Location: Development Levels
Question Type: MC
22. Some competence but low commitment
a. D1
b. D2
c. S2
d. S1
Ans: B
Cognitive Domain: Knowledge
Answer Location: Development Levels
Question Type: MC
23. The development level in the SLII® model is
a. The degree to which leaders are capable of adjusting their styles
b. The skill with which the followers adjust their styles
c. The traits that make up who a follower is
d. The degree to which followers have the capability and motivation for task accomplishment
Ans: D
Cognitive Domain: Comprehension
Answer Location: Development Levels
Question Type: MC
24. Followers who have little skill for the task but are confident in getting the task done are
a. D1
b. D2
c. D3
d. D4
Ans: A
Cognitive Domain: Comprehension
Answer Location: Development Levels
Question Type: MC
25. Followers who have some ability to complete a task but lack motivation about the task are
a. D1
b. D2
c. D3
d. D4
Ans: B
Cognitive Domain: Comprehension
Answer Location: Development Levels
Question Type: MC
26. Followers who are quite competent to complete tasks but lack the commitment to do so are
a. D1
b. D2
c. D3
d. D4
Ans: C
Cognitive Domain: Comprehension
Answer Location: Development Levels
Question Type: MC
27. Followers who are highly motivated, committed, and motivated to accomplish tasks are
a. D1
b. D2
c. D3
d. D4
Ans: D
Cognitive Domain: Comprehension
Answer Location: Development Levels
Question Type: MC
28. The D4 follower needs which type of leader?
a. Supportive
b. Directive
c. Coaching
d. Delegating
Ans: D
Cognitive Domain: Comprehension
Answer Location: Development Levels
Question Type: MC
29. The highly competent, highly committed follower benefits from
a. A leader who provides a high level of support
b. A leader who directs tasks carefully
c. A leader who stays out of the day-to-day tasks and provides low levels of support
d. A leader who is both a cheerleader and authoritarian
Ans: C
Cognitive Domain: Comprehension
Answer Location: How Does the Situational Approach Work?
Question Type: MC
30. Which of the following would a leader not ask when determining the nature of the situation?
a. What task are the followers being asked to perform?
b. How can I best alter the styles of the followers?
c. How complex is the task?
d. Are the followers sufficiently skilled to accomplish the task?
Ans: B
Cognitive Domain: Comprehension
Answer Location: How Does the Situational Approach Work?
Question Type: MC
31. If followers are low in competence and high in commitment, a leader should adopt which
style?
a. Low-directive and high-supportive style
b. High-directive and high-supportive style
c. Low-directive and low-supportive style
d. High-directive and low-supportive style
Ans: D
Cognitive Domain: Comprehension
Answer Location: How Does the Situational Approach Work?
Question Type: MC
32. You are the executive director of the local animal humane society. The staff you supervise
have been working at the society for more than two years and you have given them consistently
excellent performance appraisals at the last two annual reviews. You have noticed lately that they
have brought new ideas to you for ways to improve customer service and animal care and that
they are excited about helping new staff get accustomed to the workplace. Based on the
Situational Leadership® Approach, which leadership style should you exhibit?
a. Delegating
b. Supporting
c. Coaching
d. Directing
Ans: A
Cognitive Domain: Application
Answer Location: How Does the Situational Approach Work?
Question Type: MC
33. You are the executive director of the local animal humane society. A staff member you
supervise has been working at the society for less than one year. At the six-month, you discuss
with this employee that they seem to have mastered the basic tasks of the job but not the more
difficult tasks. You have noticed lately that they seem a bit disillusioned about the job and the
process of caring for these animals that seem so sad to be in the facility. Based on the Situational
Leadership® Approach, which leadership style should you exhibit?
a. Delegating
b. Supporting
c. Coaching
d. Directing
Ans: C
Cognitive Domain: Application
Answer Location: How Does the Situational Approach Work?
Question Type: MC
34. You are the executive director of the local animal humane society. A staff member you
supervise has been working at the society for about one year. At the annual performance
evaluation review, you share that you are pleased to see the employee has mastered both the
basic and more difficult tasks of the job. You notice, however, that this employee still lacks the
confidence and motivation to take on new tasks. Based on the Situational Leadership®
Approach, which leadership style should you exhibit?
a. Delegating
b. Supporting
c. Coaching
d. Directing
Ans: B
Cognitive Domain: Application
Answer Location: How Does the Situational Approach Work?
Question Type: MC
35. You are the executive director of the local animal humane society. You hired a staff member
four weeks ago. You notice this new employee cheerfully interacting with other staff and
potential adopters and daily attempting to learn new tasks. It is clear this employee needs more
time and help learning the correct policies and methods to complete the work, and when you
share this information, the employee readily accepts these directions. Based on the Situational
Leadership® Approach, which leadership style should you exhibit?
a. Delegating
b. Supporting
c. Coaching
d. Directing
Ans: D
Cognitive Domain: Application
Answer Location: How Does the Situational Approach Work?
Question Type: MC
36. As the executive director of the local animal humane society, you work with several
employees who are at varying levels of experience in working with animal welfare issues and
with varying degrees of motivation to continue this important work. Using Situational
Leadership® concepts, you should
a. Adapt your style based on experience and skill level of the staff
b. Adapt your leadership style based on the motivation level of the staff
c. Demonstrate a high degree of flexibility in your style to each staff member
d. Demonstrate little flexibility in your style as you interact only with high-level staff members
Ans: C
Cognitive Domain: Comprehension
Answer Location: How Does the Situational Approach Work?
Question Type: MC
37. Which of the following would a leader ask when determining the commitment level of a
follower?
a. What task are the followers being asked to perform?
b. How can I best alter the styles of the followers?
c. Do the followers have the desire to complete the task?
d. How complex is the task?
Ans: C
Cognitive Domain: Comprehension
Answer Location: How Does the Situational Approach Work?
Question Type: MC
38. Followers can move back and forth along the developmental continuum, therefore leaders
should
a. Use the one leader behavior with which they are most comfortable
b. Put structures in place to limit this movement
c. Be flexible in their leadership behavior
d. Challenge the movement and direct followers to stay where they are
Ans: C
Cognitive Domain: Comprehension
Answer Location: How Does the Situational Approach Work?
Question Type: MC
39. Which of the following would not be considered a strength of the situational approach?
a. Emphasizes leadership flexibility
b. Is a very practical approach
c. Is considered a credible model for training leaders within organizations
d. Takes the influence of gender into account during leader-follower situations
Ans: D
Cognitive Domain: Comprehension
Answer Location: Strengths
Question Type: MC
40. Which best describes the reason Situational Leadership® is so practical for managers to use?
a. It assists in relating demographics to leadership
b. It is only applicable to lower-level managers
c. It is straightforward
d. It is specific
Ans: C
Cognitive Domain: Comprehension
Answer Location: Strengths
Question Type: MC
41. Which of the following is a strength of the Situational Leadership® approach?
a. It is descriptive not prescriptive
b. Commitment of followers is clearly defined
c. Demographics such as gender and age are accounted for in the empirical research
d. It is perceived as a useful model of leadership training and development
Ans: D
Cognitive Domain: Comprehension
Answer Location: Strengths
Question Type: MC
42. Questionnaires on Situational Leadership® often ask for respondents to look at specific
applications of leadership styles within situations, which may result in
a. Results that are not in favor of Situational Leadership®
b. A wide range of responses that are hard to validate
c. Biased results in favor of Situational Leadership®
d. Negative perceptions toward organizations
Ans: C
Cognitive Domain: Comprehension
Answer Location: Criticisms
Question Type: MC
43. Because of the lack of research studies associated with Situational Leadership®, there are
questions concerning its theoretical basis. Which of the following is not one of these questions?
a. Is it certain that this approach does indeed improve performance?
b. Can we be sure it is a valid approach?
c. Why are there limited doctoral dissertations done on the situational approach?
d. Why has there been a lack of published research findings?
Ans: C
Cognitive Domain: Application
Answer Location: Criticisms
Question Type: MC
44. You are leader of a group project for a class. The other group members seem insecure about
whether they can complete the project, but it is apparent that they are competent enough to do a
good job. In prior meetings you have been coaching them on the project. Based on SLII®, which
leadership style should you exhibit at the next meeting?
a. Style 1
b. Style 2
c. Style 3
d. Style 4
Ans: C
Cognitive Domain: Comprehension
Answer Location: Leadership Styles
Question Type: MC
45. You are the leader of a small jazz band composed of four of your peers who have never been
in a jazz group before. As the leader of the band, you have been very straightforward about how
the band will function. You have clearly described each of the members' roles, and they are
starting to catch on to how the group works. What style do you exhibit next?
a. Style 1
b. Style 2
c. Style 3
d. Style 4
Ans: B
Cognitive Domain: Comprehension
Answer Location: Leadership Styles
Question Type: MC
46. You are the owner of a small catering company and have recently hired a skilled baker to
complement your staff. When business is slow, however, you need the baker to help prepare
other kinds of foods. Some of the processes (like deboning fish and preparing soup stock) are
complicated and require detailed training. What style should you use under these circumstances?
a. Style 1
b. Style 2
c. Style 3
d. Style 4
Ans: A
Cognitive Domain: Comprehension
Answer Location: Leadership Styles
Question Type: MC
47. You have recently been made a department head of the new regional office. In getting to
know your departmental staff, you have noticed that one of your inexperienced employees is not
following through on assigned tasks. She is enthused about her new job and wants to get ahead in
the organization. Which alternative represents the most effective leadership style?
a. Discuss the lack of follow-through with her and explore possible ways to solve this problem.
b. Specify what she must do to complete the tasks, but incorporate any suggestions she may
have.
c. Define the steps necessary to complete the assigned tasks and monitor her performance
frequently.
d. Let her know about the lack of follow-through and give her more time to improve her
performance.
Ans: C
Cognitive Domain: Comprehension
Answer Location: Leadership Styles
Question Type: MC
48. A leader who emphasizes communication with followers in both achieving goals as well as
meeting social needs would best be described as possessing
a. Directing style
b. Delegating style
c. Supporting style
d. Coaching style
Ans: D
Cognitive Domain: Comprehension
Answer Location: Leadership Styles
Question Type: MC
49. Allowing a group of employees to run the daily operations of the organization while the
supervisor remains out of the picture unless he is needed to solve problems, listen to concerns,
give praise, and provide feedback is best explained with
a. Directing style
b. Delegating approach
c. Supporting approach
d. Coaching approach
Ans: C
Cognitive Domain: Comprehension
Answer Location: Leadership Styles
Question Type: MC
50. Once a group has established a plan of action toward achieving its goals, the supervisor
allows the group to carry out the plan with little to no involvement. This is an example of
a. Directing style
b. Delegating approach
c. Supporting approach
d. Coaching approach
Ans: B
Cognitive Domain: Comprehension
Answer Location: Leadership Styles
Question Type: MC
51. Leaders adjust their styles based on
a. The collective needs of the group
b. Their own skill sets
c. Followers skill sets
d. The level of motivation and competency of their followers
Ans: D
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
52. Leaders evaluate the competence and commitment of followers in which leadership theory?
a. Path-goal
b. Leader-member exchange
c. Servant
d. Situational
Ans: D
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
53. A highly committed follower who does his job consistently well needs which type of leader?
a. Supportive
b. Directive
c. Coaching
d. Delegating
Ans: D
Cognitive Domain: Comprehension
Answer Location: Development Levels
Question Type: MC
54. A follower with low-level motivation and mid-to-high level ability to complete the job
benefits from
a. A leader who provides a high level of support
b. A leader who directs tasks carefully
c. A leader who stays out of the day-to-day tasks
d. A leader who is both a cheerleader and authoritarian
Ans: A
Cognitive Domain: Comprehension
Answer Location: How Does the Situational Approach Work?
Question Type: MC
55. The highly committed follower who just has not figured out how to do his job benefits from
a. A leader who provides a high level of support
b. A leader who directs tasks carefully
c. A leader who stays out of the day-to-day tasks and provides low levels of support
d. A leader who is both a cheerleader and authoritarian
Ans: B
Cognitive Domain: Comprehension
Answer Location: How Does the Situational Approach Work?
Question Type: MC
56. A leader applying the situational approach would
a. Focus on developing leader skills
b. Focus on adapting behavior to the subordinate and task characteristics of followers
c. Focus on supportive behaviors for all followers
d. Focus on assessing and adapting to followers’ needs in the workplace
Ans: D
Cognitive Domain: Comprehension
Answer Location: How Does the Situational Approach Work?
Question Type: MC
57. When the leader tries to apply the right style of behavior to the situation he or she
a. First diagnoses, then adjusts appropriately
b. First adjusts, then evaluates the situation
c. First diagnoses, then delegates tasks
d. First adjusts, then provides direction
Ans: A
Cognitive Domain: Application
Answer Location: How Does the Situational Approach Work?
Question Type: MC
58. Jocelyn is struggling to grasp the process of a new job you have given her. She states she
understands the outcome of the project, but not how to start the project. She looks miserable and
uninterested in trying to start the project. Which alternative represents the most effective
leadership style you should use with Jocelyn?
a. Discuss the initial steps and ask her for input on alternative ways she could get started
b. Specify what she must do to complete the tasks and let her get started
c. Define the steps necessary to complete the assigned tasks and monitor her performance
frequently
d. Let her know she just needs to get started now
Ans: A
Cognitive Domain: Comprehension
Answer Location: Leadership Styles
Question Type: MC
59. You are leader of a group project for a class in which you previously have successfully used
coaching style. Now the group members seem very insecure about whether they can complete
the project, but it is apparent that they have learned a lot about how to do the project and are now
quite competent to do a good job. You decide to switch to a supporting style. Why did you make
this switch?
a. The followers moved up in competence
b. Supportive behaviors always help followers
c. The followers’ competence and commitment are about equal
d. The followers have moderate level of commitment
Ans: A
Cognitive Domain: Application
Answer Location: Leadership Styles
Question Type: MC
60. I prefer to use a low level of supportive leader behaviors and high directive behaviors with all
of my followers. Which of my followers will benefit most from my use of these behaviors?
a. D1
b. D2
c. D3
d. D4
Ans: A
Cognitive Domain: Application
Answer Location: Development Levels
Question Type: MC
61. I tend to tell my staff what to do and how to do it while I encourage them and ask them for
input about the goals of our organization. Which of my followers will benefit most from my use
of these behaviors?
a. D1
b. D2
c. D3
d. D4
Ans: B
Cognitive Domain: Application
Answer Location: Development Levels
Question Type: MC
62. I prefer to tell my staff what to do and rarely integrate them in the decision-making process.
Which of my followers will benefit most from my use of these behaviors?
a. D1
b. D2
c. D3
d. D4
Ans: A
Cognitive Domain: Application
Answer Location: Development Levels
Question Type: MC
63. Many research studies identify and empirically support the situational approach. This
statement is
a. A strength of the situational approach
b. A criticism of the situational approach
c. Describes the developmental levels in situational approach
d. Describes the leader behaviors in situational approach
Ans: B
Cognitive Domain: Application
Answer Location: Criticisms
Question Type: MC
64. Which of the following is a criticism of situational approach?
a. Research does not address how commitment and competence integrate into development
levels
b. It is used in training and development programs
c. It has prescriptive value for leaders
d. It is highly flexible in nature
Ans: A
Cognitive Domain: Comprehension
Answer Location: Criticisms
Question Type: MC
65. In Situational Leadership®
a. Leaders find their personal best style and apply it to all followers
b. Leaders adapt their behaviors to meet the organization’s needs
c. Leaders match their styles to the subordinate development levels
d. Leaders adjust their styles based on their own skill level
Ans: C
Cognitive Domain: Application
Answer Location: How Does Situational Approach Work?
Question Type: MC
66. Competence in the Situational Leadership® approach can be defined as
a. Having a positive attitude toward the work
b. Being dedicated and a hard-worker
c. Having the desire to complete the task
d. Mastering the skills necessary to complete the task
Ans: B
Cognitive Domain: Application
Answer Location: How Does Situational Approach Work?
Question Type: MC
67. Commitment in the Situational Leadership® approach can be defined as
a. Having motivation and confidence in doing the work
b. Being dedicated and a hard worker
c. Possessing the skills necessary to complete the task
d. Mastering the skills necessary to complete the task
Ans: A
Cognitive Domain: Application
Answer Location: How Does Situational Approach Work?
Question Type: MC
68. Situational Leadership® comprises both directive and supportive dimensions
a. That are behaviorally similar to task and relationship behaviors in the behavioral approach
b. That are applied in the same way to all followers
c. That are used separately depending on the followers’ needs
d. That are applied to followers who are not sure what their task needs are
Ans: A
Cognitive Domain: Application
Answer Location: How Does Situational Approach Work?
Question Type: MC
69. The directive and supportive behaviors in situational approach
a. Are applied separately depending on followers’ needs
b. Are applied to the same degree in the supportive behavioral style
c. Must be applied together depending on the followers’ needs
d. Must be applied to the same degree in the directive behavioral style
Ans: C
Cognitive Domain: Application
Answer Location: How Does Situational Approach Work?
Question Type: MC
70. You communicate well with your followers by encouraging their work and helping them plan
out their daily tasks. Which leader behavioral style are you using?
a. Delegating
b. Directing
c. Supporting
d. Coaching
Ans: D
Cognitive Domain: Comprehension
Answer Location: How Does Situational Approach Work?
Question Type: MC
71. You communicate with your followers when necessary and provide direction if followers ask
for it but day-to-day control of the decisions and work are left to your followers. You are using
which leader behavioral style?
a. Delegating
b. Directing
c. Supporting
d. Coaching
Ans: A
Cognitive Domain: Comprehension
Answer Location: How Does Situational Approach Work?
Question Type: MC
Multiple Selection
72. Directive behaviors help group members accomplish goals by
a. Giving directions
b. Solving problems
c. Setting time lines
d. Listening
Ans: A, C
Cognitive Domain: Knowledge
Answer Location: Leadership Styles
Question Type: MS
73. Supportive behaviors help group members by
a. Setting time lines
b. Giving directions
c. Asking for input
d. Solving problems
Ans: C, D
Cognitive Domain: Comprehension
Answer Location: Leadership Styles
Question Type: MS
74. Followers have different developmental levels with different tasks. Leaders should
a. Adjust to each development level
b. Use the behavior they are best at in each level
c. Put structures in place to limit the movement along the continuum
d. Be flexible in leadership behavior
Ans: A, D
Cognitive Domain: Comprehension
Answer Location: How Does the Situational Approach Work?
Question Type: MS
75. A strength of the Situational Leadership® approach is
a. It is a useful model for training and development
b. It has prescriptive value
c. It emphasizes leader flexibility
d. It clearly describes how competence is combined with commitment to determine D levels
Ans: A, B, C
Cognitive Domain: Comprehension
Answer Location: Strengths
Question Type: MS
76. Which of the following are considered directive behaviors?
a. One-way communication
b. Problem solving
c. Setting time lines
d. Listening
Ans: A, C
Cognitive Domain: Knowledge
Answer Location: Leadership Styles
Question Type: MS
77. Which of the following are considered supportive behaviors?
a. One-way communication
b. Problem solving
c. Setting time lines
d. Listening
Ans: B, D
Cognitive Domain: Knowledge
Answer Location: Leadership Styles
Question Type: MS
78. Which of the following would a leader ask when determining the competence level of a
follower?
a. What task are the followers being asked to perform?
b. How can I best alter the styles of the followers?
c. Do the followers have the desire to complete the task?
d. How motivated are the followers to do the work?
Ans: A, B
Cognitive Domain: Comprehension
Answer Location: How Does the Situational Approach Work?
Question Type: MS
79. I prefer to use a high level of supportive leader behaviors with all of my followers. Which of
my followers will benefit most from my use of these behaviors?
a. D1
b. D2
c. D3
d. D4
Ans: B, C
Cognitive Domain: Application
Answer Location: Development Levels
Question Type: MS
80. A criticism of situational approach is
a. It is unclear how followers move along the developmental continuum
b. The research does not support a universal leadership style
c. Research does not clearly support the theoretical framework
d. Flexibility and adaptability are unreasonable behavioral expectations
Ans: A, C
Cognitive Domain: Application
Answer Location: Criticisms
Question Type: MS
True/False
81. According to Situational Leadership®, D3 subordinates may be highly skilled but also lack
commitment.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Development Levels
Question Type: TF
82. D4 subordinates are not certain that they can do the job by themselves.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: Development Levels
Question Type: TF
83. Situational Leadership® requires the clear recognition of subordinate needs.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Development Levels
Question Type: TF
84. The SLII® model emphasizes flexibility in leadership style.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: How Does Situational Approach Work?
Question Type: TF
85. In SLII®, Style 2 is low directive and low supportive.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: How Does Situational Approach Work?
Question Type: TF
86. In SLII®, Style 3 is high supportive and low directive.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: How Does Situational Approach Work?
Question Type: TF
87. In SLII®, delegating is ineffective with subordinates who are very competent and committed.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: How Does Situational Approach Work?
Question Type: TF
88. SLII® is used by many corporations to train leaders.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: How Does Situational Approach Work?
Question Type: TF
89. One of the strengths of the situational approach is its clear conceptualization of subordinates'
developmental levels.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: Strengths
Question Type: TF
90. The situational approach contends that leadership involves both directive and supportive
behaviors.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: How Does Situational Approach Work?
Question Type: TF
91. The situational approach requires leaders to demonstrate a strong degree of control.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: How Does Situational Approach Work?
Question Type: TF
92. Under the situational approach, leadership style refers to motivational principles.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: TF
93. In the situational approach, leadership style defines directive behaviors as those that help
group members in goal achievement via two-way communication.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: TF
94. Subordinates can move from one developmental level to another very quickly.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Development Levels
Question Type: TF
95. In the situational approach, supportive leader behaviors are mostly job related.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Leadership Styles
Question Type: TF
Essay
96. According to the SLII® model, why is there a regression in commitment at development
levels 2 and 3? Do you agree with this reasoning?
Ans: Development levels are meant to be task-specific, not means of labeling employees. In the
case of D2, employees may have started to learn a job but aren't quite as motivated as they were
at the beginning. At the D3 level, employees are quite competent but have lost commitment to or
enthusiasm for the project. What's not clear in the model is why subordinates who gain
competence would lose enthusiasm or motivation. The argument is not supported (yet) with
research.
Cognitive Domain: Application
Answer Location: Development Levels
Question Type: Essay
97. What are the characteristics of the four levels of follower development in the SLII® model?
How would you characterize the development level of the students in this class? Give evidence
to support your view.
Ans: Should touch on the specifics of the following when characterizing class: D1=low
competence and high in commitment. D2=some competence and low commitment. D3=
moderate to high competence and no commitment. D4=high competence and high commitment
Cognitive Domain: Application
Answer Location: Development Levels
Question Type: Essay
98. A basic assumption of the SLII® is that employees' skills and motivation vary over time. Do
you agree? Can you think of any exceptions? Does the SLII® fit all work situations equally
well?
Ans: One exception might be employees who do the same task day after day and whose skills
remain constant, like long-term factory workers. Motivation may or may not vary in this
scenario. The SLII® might be hard to implement when a leader has many subordinates. It may
also be less useful than other leadership approaches in a small office where employees have
worked together for years and have routinized jobs. Since the tasks and employees are the same,
there's not much need to adapt one's leadership style, as long as it's already effective.
Cognitive Domain: Application
Answer Location: Development Levels
Question Type: Essay
99. Not all leadership communication takes place in person. How would the following media
support or complicate each of the four leadership styles?
Telephone:
E-mail:
Twitter:
Written memos:
Ans: Should use specifics from the following styles to explain the interactions through each form
of media: directing style–high directive and low supportive style, coaching approach–high
directive and high supportive style, supporting approach–low directive and high supportive style,
delegating approach–low directive and low supportive style.
Cognitive Domain: Analysis
Answer Location: Application
Question Type: Essay
100. You have emerged as the leader of your business finance group project in class. Your group
has been working together for five weeks on the major part of the project, the in-class group
presentation. One group member has missed quite a few group meetings lately and is minimally
contributing to the ideas and final product for the in-class presentation. This group member is a
junior in finance with a minor in communications and stated that she is an expert in PowerPoint
and multimedia presentations. Based on SLII®, which leadership style should you exhibit?
Ans: Students could answer supporting or coaching depending upon how they interpret the
scenario. Directing and delegating are not acceptable answers. The group member displays low
commitment (missed meetings, minimal contribution) but at least some competence is presumed
because of her major in finance and minor in communications. Some might interpret this as
moderate to high competence and would select supporting style; others might interpret this as
“some” competence, thus coaching style is appropriate. Students should describe the
development level explicitly, using levels of competence and commitment that match the
appropriate style as they answer this question.
Cognitive Domain: Analysis
Answer Location: How Does Situational Approach Work?
Question Type: Essay
Multiple Choice
1. Adaptive leaders
a. Prepare people to deal with change
b. Adapt their style based on follower competence
c. Adapt their style based on follower commitment
d. Prepare people to assess other’s behaviors
Ans: A
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: MC
2. The type of leadership that focuses on the adaptations required of people in response to
changing environments is
a. Transformational
b. Transactional
c. Servant
d. Adaptive
Ans: D
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
3. Which leadership scholar developed the main framework of adaptive leadership?
a. House
b. Bass
c. Kouzes
d. Heifetz
Ans: D
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: MC
4. Which theory focuses predominantly on how the leader’s activities relate to the followers and
the context in which followers find themselves?
a. Trait
b. Situational
c. Adaptive
d. Authentic
Ans: C
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: MC
5. The leader in adaptive leadership is conceptualized as
a. One who saves the followers
b. One who gently persuades followers
c. One who is defined by his or her personal characteristics
d. One who uses primarily directive behaviors to support followers
Ans: B
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MC
6. Adaptive leadership is
a. Leader centered
b. Authority based
c. Follower centered
d. Organization centered
Ans: C
Cognitive Domain: Comprehension
Answer Location: Adaptive Leadership Defined
Question Type: MC
7. The process definition of adaptive leadership states that this type of leadership is about
a. The position the leader holds
b. Characteristics of the leader
c. Skills of the leader
d. Behaviors of the leader
Ans: D
Cognitive Domain: Comprehension
Answer Location: Adaptive Leadership Defined
Question Type: MC
8. The overall goal of adaptive leadership is to
a. Encourage people to change
b. Support leadership roles
c. Adapt to the subordinate characteristics
d. Encourage people to adapt to their leader
Ans: A
Cognitive Domain: Comprehension
Answer Location: Adaptive Leadership Defined
Question Type: MC
9. Activities that adaptive leaders engage in include
a. Individualizing
b. Mobilizing
c. Organizing
d. Motivating
Ans: B/C/D
Cognitive Domain: Knowledge
Answer Location: Adaptive Leadership Defined
Question Type: MC
10. Which of the following is not one of the conceptual viewpoints of adaptive leadership?
a. Situational perspective
b. Systems perspective
c. Biological perspective
d. Service orientation
Ans: A
Cognitive Domain: Knowledge
Answer Location: Adaptive Leadership Defined
Question Type: MC
11. The systems perspective in adaptive leadership involves looking at problems that
a. Require people to adapt to both their internal cues and external environments
b. Are complicated, complex, and dynamic that can evolve and change
c. Require service through using expertise in diagnosing and prescribing solutions
d. Are focused on psychological parameters for adapting to difficult problems
Ans: B
Cognitive Domain: Application
Answer Location: Adaptive Leadership Defined
Question Type: MC
12. In which adaptive leadership viewpoint do leaders provide a supportive environment for
followers in which they help followers resolve internal conflicts and distinguish between reality
and fantasy?
a. Service orientation
b. Biological perspective
c. Psychotherapy perspective
d. Systems perspective
Ans: C
Cognitive Domain: Knowledge
Answer Location: Adaptive Leadership Defined
Question Type: MC
13. Which leadership theory includes administrative, adaptive, and enabling leadership?
a. Transformational Leadership Theory
b. Adaptive Leadership Theory
c. Servant Leadership Theory
d. Complexity Leadership Theory
Ans: D
Cognitive Domain: Knowledge
Answer Location: Adaptive Leadership Defined
Question Type: MC
14. Complexity Leadership Theory when used in organizations focuses on
a. Behaviors that inhibit psychodynamic subconscious emotional reactions
b. Strategies to enhance the skill level of employees
c. Strategies that encourage learning, creativity, and adaptation
d. A biological perspective of adaptive leadership
Ans: C
Cognitive Domain: Application
Answer Location: Adaptive Leadership Defined
Question Type: MC
15. Adaptive leadership is a unique kind of leadership in that
a. It focuses on the leader’s behaviors as a reflection of the followers
b. It focuses on the dynamics of mobilizing people to address change
c. It describes the process of rewards and punishments used in leadership
d. It describes the transformational processes in complex organizations
Ans: B
Cognitive Domain: Application
Answer Location: Adaptive Leadership Defined
Question Type: MC
16. Workplace problems with clearly defined and solvable solutions are
a. Biological challenges
b. Adaptive challenges
c. Technical challenges
d. Psychodynamic challenges
Ans: C
Cognitive Domain: Knowledge
Answer Location: Situational Challenges-Technical
Question Type: MC
17. Workplace problems that are clearly defined but do not have straightforward solutions are
a. Regulatory challenges
b. Adaptive challenges
c. Technical challenges
d. Combined technical and adaptive challenges
Ans: D
Cognitive Domain: Knowledge
Answer Location: Situational Challenges-Technical and Adaptive
Question Type: MC
18. Workplace problems that lack clarity and cannot be solved by leader expertise or normal
organizational structures are
a. Regulatory challenges
b. Adaptive challenges
c. Technical challenges
d. Combined technical and adaptive challenges
Ans: B
Cognitive Domain: Knowledge
Answer Location: Situational Challenges-Adaptive Challenges
Question Type: MC
19. Our organization recently switched information technology support firms. Some of our
employees are finding the service slow and having difficulty interpreting the new system. This is
an example of
a. An adaptive challenge
b. A technical challenge
c. A technical and adaptive challenge
d. A non-challenge
Ans: B
Cognitive Domain: Comprehension
Answer Location: Situational Challenges-Tech Challenges
Question Type: MC
20. What type of challenge occurred when the problem employees encountered was identified
and the leader selected a workable solution?
a. An adaptive challenge
b. A technical challenge
c. A technical and adaptive challenge
d. A non-challenge
Ans: B
Cognitive Domain: Comprehension
Answer Location: Situational Challenges-Tech Challenges
Question Type: MC
21. Who solves technical challenges?
a. Employees
b. Leaders and followers
c. Leaders
d. The organization
Ans: C
Cognitive Domain: Knowledge
Answer Location: Situational Challenges-Tech Challenges
Question Type: MC
22. Who solves technical and adaptive challenges?
a. Employees
b. Leaders and followers
c. Leaders
d. The organization
Ans: B
Cognitive Domain: Knowledge
Answer Location: Situational Challenges-Technical and Adaptive Challenges
Question Type: MC
23. Who solves adaptive challenges?
a. Employees
b. Leaders and followers
c. Leaders
d. The organization
Ans: B
Cognitive Domain: Knowledge
Answer Location: Situational Challenges-Adaptive Challenges
Question Type: MC
24. What type of challenge occurred when the problem employees encountered was clearly
defined but difficult to solve?
a. An adaptive challenge
b. A technical challenge
c. A technical and adaptive challenge
d. A non-challenge
Ans: C
Cognitive Domain: Comprehension
Answer Location: Situational Challenges-Technical and Adaptive Challenges
Question Type: MC
25. A football team decides to completely restructure its offense and use many different players
in the process. The players, coaches, and even the fans could have a hard time figuring out the
new system and implementing this completely new structure. This is an example of
a. An adaptive challenge
b. A technical challenge
c. A technical and adaptive challenge
d. A non-challenge
Ans: C
Cognitive Domain: Application
Answer Location: Situational Challenges-Tech and Adaptive Challenges
Question Type: MC
26. What type of problem is occurring when identification of issues surrounding the problem and
solutions to the problem both are unclear?
a. An adaptive challenge
b. A technical challenge
c. A technical and adaptive challenge
d. A non-challenge
Ans: A
Cognitive Domain: Comprehension
Answer Location: Situational Challenges-Adaptive Challenges
Question Type: MC
27. You are tasked with creating a brand new food product using a team of people who are
unfamiliar with the product and do not know one another. The organizational structure of this
group is very loosely defined. This is an example of
a. An adaptive challenge
b. A technical challenge
c. A technical and adaptive challenge
d. A non-challenge
Ans: A
Cognitive Domain: Application
Answer Location: Situational Challenges-Tech and Adaptive Challenges
Question Type: MC
28. There are how many leader behaviors in the adaptive model?
a. 2
b. 3
c. 4
d. 6
Ans: D
Cognitive Domain: Knowledge
Answer Location: Leader Behaviors
Question Type: MC
29. The prescriptive nature of the adaptive leadership approach is found in the
a. Types of challenges
b. Actions of the followers
c. Response of the organization
d. Leader behaviors
Ans: D
Cognitive Domain: Application
Answer Location: Leader Behaviors
Question Type: MC
30. Which of the following is not one of the six adaptive leader behaviors in the model?
a. Get on the balcony
b. Provide a holding environment
c. Identify adaptive challenges
d. Regulate distress
Ans: B
Cognitive Domain: Comprehension
Answer Location: Leader Behaviors
Question Type: MC
31. Which leader behavior is a prerequisite for the other adaptive leader behaviors?
a. Regulate distress
b. Identify adaptive challenges
c. Maintain disciplined attention
d. Get on the balcony
Ans: D
Cognitive Domain: Knowledge
Answer Location: Leader Behaviors
Question Type: MC
32. I have been working with the staff on a difficult problem for three days. Everyone is stressed
and bickering and losing focus. I decide to go for a run, which is a time when I typically can
quietly think and gain perspective on problems. This is an example of which adaptive leader
behavior?
a. Identify adaptive challenges
b. Get on the balcony
c. Protect leadership voices from below
d. Speaking the unspeakable
Ans: B
Cognitive Domain: Application
Answer Location: Get on Balcony
Question Type: MC
33. I focus on the big picture and observe the problems as a whole but always stay fully engaged
in the challenge with our employees. This is an example of which adaptive leader behavior?
a. Identify adaptive challenges
b. Competing commitments
c. Protect leadership voices from below
d. Get on the balcony
Ans: D
Cognitive Domain: Comprehension
Answer Location: Get on Balcony
Question Type: MC
34. Which behavior am I using when I analyze and diagnose a new challenge?
a. Identify adaptive challenges
b. Get on the balcony
c. Protect leadership voices from below
d. Work avoidance
Ans: A
Cognitive Domain: Knowledge
Answer Location: Identify Adaptive Challenges
Question Type: MC
35. I am the leader in the manufacturing division of an auto manufacturing company and just
found a technical problem with one part of how the line places the engine block in the car. I
figured out the problem and fixed it right away. Which type of leader behavior was I using
during this process?
a. Identify adaptive challenges
b. Create a holding environment
c. Protect leadership voices from below
d. Regulate distress
Ans: A
Cognitive Domain: Comprehension
Answer Location: Identify Adaptive Challenges
Question Type: MC
36. I am a leader of employees in an auto manufacturing company that just merged with another
company after a difficult buyout process. Employees will keep their jobs but will have to learn
new systems and work with new people and supervisors, which makes them nervous and anxious
about their work. This is an example of
a. A capacity challenge
b. A technical challenge
c. A technical and adaptive challenge
d. An adaptive challenge
Ans: D
Cognitive Domain: Application
Answer Location: Identifying Adaptive Challenges
Question Type: MC
37. I am a leader who has identified an adaptive challenge. What do I need to do now?
a. Focus attention on the problem and establish collaboration between myself and my followers
b. Provide followers with a solution that fits the problem
c. Provide followers with a solution that fits the problem and ask them for input
d. Focus attention on the solution then share it will the followers
Ans: A
Cognitive Domain: Application
Answer Location: Identifying Adaptive Challenges
Question Type: MC
38. How many archetypes are used in adaptive leadership to help determine the difference
between adaptive and technical challenges?
a. 2
b. 3
c. 4
d. 6
Ans: C
Cognitive Domain: Knowledge
Answer Location: Identifying Adaptive Challenges
Question Type: MC
39. My company states integrity as a core commitment on its website. I see fraud occurring
often in my division of the company. Which archetype describes this company?
a. Gap Between Espoused Values and Behaviors
b. Competing Commitments
c. Work Avoidance
d. Speaking the Unspeakable
Ans: A
Cognitive Domain: Comprehension
Answer Location: Identifying Adaptive Challenges
Question Type: MC
40. My company decides to merge with another to be more financially stable, but in the process
it appears best to downsize our current staff. This is an adaptive challenge identified by which
archetype?
a. Gap Between Espoused Values and Behaviors
b. Competing Commitments
c. Work Avoidance
d. Speaking the Unspeakable
Ans: B
Cognitive Domain: Comprehension
Answer Location: Identifying Adaptive Challenges
Question Type: MC
41. A longtime leader of a technology firm hires primarily males even when females in the hiring
pool are far more qualified. No one wants to point out this behavior to the leader. This is an
adaptive challenge identified by which archetype?
a. Gap Between Espoused Values and Behaviors
b. Competing Commitments
c. Work Avoidance
d. Speaking the Unspeakable
Ans: D
Cognitive Domain: Comprehension
Answer Location: Identifying Adaptive Challenges
Question Type: MC
42. We avoid talking about the conflict that occurs when our leader lets one employee get away
with coming in late to work every day. We all think it’s because this employee is the only
minority on the staff. This is an adaptive challenge identified by which archetype?
a. Gap Between Espoused Values and Behaviors
b. Competing Commitments
c. Work Avoidance
d. Speaking the Unspeakable
Ans: C
Cognitive Domain: Comprehension
Answer Location: Identifying Adaptive Challenges
Question Type: MC
43. I provided a solution to a challenging problem that just made things worse. What did I do
wrong according to adaptive leadership principles?
a. I tried to take over the situation
b. I tried to solve an adaptive problem using technical leadership
c. I tried to solve a technical problem with adaptive leadership
d. I did not apply adaptive leadership to this problem
Ans: B
Cognitive Domain: Application
Answer Location: Identifying Adaptive Challenges
Question Type: MC
44. When we create a holding environment for employees we are using which adaptive leader
behavior?
a. Identify adaptive challenges
b. Get on the balcony
c. Protect leadership voices from below
d. Regulate distress
Ans: D
Cognitive Domain: Knowledge
Answer Location: Regulate distress
Question Type: MC
45. When I establish a workplace environment that is open and safe while also being available
and encouraging to employees to solve demanding problems, I am
a. On the balcony
b. Creating a holding environment
c. Establishing protective norms
d. Maintaining disciplined action
Ans: B
Cognitive Domain: Comprehension
Answer Location: Regulate distress
Question Type: MC
46. Creating a holding environment helps regulate distress because
a. It is a space where conflict gets out of control and leaders support this process
b. The tension in the space has enough challenge without negotiations being so tense followers
shut down
c. Negotiations are heated up on purpose to create overwhelming tension; then real adaptive
work can happen
d. There is no pressure to create new contractual relationships while negotiations occur in the
holding space
Ans: B
Cognitive Domain: Application
Answer Location: Regulate distress
Question Type: MC
47. Which regulating distress behavior maintains that it is the leader’s responsibility to manage
the rate of adaptive change for people?
a. Providing direction
b. Conflict management
c. Protection
d. Orientation
Ans: C
Cognitive Domain: Knowledge
Answer Location: Regulate Distress-Protection
Question Type: MC
48. Which leader behavior in the adaptive leadership model means the leader needs to encourage
people to focus on the tough work that needs to be done?
a. Identify adaptive challenges
b. Regulate distress
c. Give the work back to the people
d. Maintain disciplined attention
Ans: D
Cognitive Domain: Knowledge
Answer Location: Maintain disciplined attention
Question Type: MC
49. The maintaining disciplined action behavior in adaptive leadership is
a. Easy because most people naturally want to confront change
b. Difficult because most people do not accept leaders who use adaptive behaviors
c. Difficult because most people do not naturally want to confront change
d. Easy because most people have dealt effectively with adaptive changes before
Ans: C
Cognitive Domain: Comprehension
Answer Location: Maintain disciplined attention
Question Type: MC
50. A leader needs to use the maintain disciplined attention behavior when
a. There is an issue that is being avoided that is pivotal to making the necessary change
b. The holding environment is yet to be established
c. The determination of technical versus adaptive challenge has yet to be made
d. People want to solve problems on their own
Ans: A
Cognitive Domain: Application
Answer Location: Maintain disciplined attention
Question Type: MC
51. People like leaders to provide some direction and structure to their work but also want to
solve problems without too much directive leadership. Leaders should use which adaptive
behavior with these people?
a. Identify adaptive challenges
b. Regulate distress
c. Give the work back to the people
d. Maintain disciplined attention
Ans: C
Cognitive Domain: Comprehension
Answer Location: Give the work back to the people
Question Type: MC
52. Our team has been working on a difficult problem for the past week. As the team leader, I
sense that the group has a pretty good idea of the issues surrounding the problem. I share with
them that I know they can solve it and I encourage them to keep thinking about good solutions.
I am using primarily which adaptive leadership behavior?
a. Identify adaptive challenges
b. Regulate distress
c. Give the work back to the people
d. Maintain disciplined attention
Ans: C
Cognitive Domain: Application
Answer Location: Give the work back to the people
Question Type: MC
53. I try to be sure to listen to and be open to ideas from people on the fringe of the organization.
What adaptive behavior am I using?
a. Protect leadership voices from below
b. Regulate distress
c. Give the work back to the people
d. Maintain disciplined attention
Ans: A
Cognitive Domain: Knowledge
Answer Location: Protect leadership voices from below
Question Type: MC
54. There is just one person in our group, Silvia, who seems to have radically different ideas
about how to complete our project. She seems to purposely disagree with the majority opinions
of the rest of us though yesterday she said something that made a lot of sense to help us solve our
production problem. I suggested to the entire group today that we hear Silvia’s suggestions and
asked Silvia to share in-depth more of what she said yesterday. I am using which adaptive leader
behavior?
a. Protect leadership voices from below
b. Regulate distress
c. Give the work back to the people
d. Maintain disciplined attention
Ans: A
Cognitive Domain: Application
Answer Location: Protect leadership voices from below
Question Type: MC
55. Collectively, what is the impact of leaders using adaptive behaviors appropriately for
adaptive challenges?
a. Technical work suffers
b. Adaptive work suffers
c. Adaptive work can be done
d. Creative work is stymied
Ans: C
Cognitive Domain: Comprehension
Answer Location: Protect leadership voices from below
Question Type: MC
56. The process toward which adaptive leaders direct their work defines
a. Technical work
b. Creative work
c. The holding environment
d. Adaptive work
Ans: D
Cognitive Domain: Knowledge
Answer Location: Adaptive Work
Question Type: MC
57. Who does the primary work of adaptive work when in the holding environment?
a. Followers
b. Leaders
c. Leaders and followers equally
d. The organizational structure
Ans: A
Cognitive Domain: Comprehension
Answer Location: Adaptive Work
Question Type: MC
58. Leaders should direct considerable energy toward and maintaining _____ because of its
critical role in the adaptive process.
a. The situation
b. The challenge
c. The balcony
d. The holding environment
Ans: D
Cognitive Domain: Comprehension
Answer Location: Adaptive Work
Question Type: MC
59. Why is the term “follower” used infrequently in writings about adaptive leadership?
a. It is a derogatory term
b. Follower implies a submissive role
c. It lessens the role of the leader
d. It presumes
Ans: B
Cognitive Domain: Knowledge
Answer Location: Adaptive Work
Question Type: MC
60. In adaptive work
a. The leader identifies the problem
b. The followers identify the problem
c. The people involved together identify and solve the problem
d. The followers do all of the work
Ans: C
Cognitive Domain: Comprehension
Answer Location: Adaptive Work
Question Type: MC
61. What is the first step the leader takes when faced with a challenging situation?
a. Create a holding environment
b. Give the work back to the people
c. Maintain disciplined attention
d. Step back to obtain a fuller picture
Ans: D
Cognitive Domain: Application
Answer Location: How Does Adaptive Leadership Work?
Question Type: MC
62. Which of the following is not a strength of adaptive leadership?
a. It takes a process approach to the study of leadership
b. It is follower centered
c. It clearly describes a step-by-step approach to adaptive challenges
d. It directs how leaders help followers deal with conflicting values
Ans: C
Cognitive Domain: Knowledge
Answer Location: Strengths
Question Type: MC
63. Which of the following is not a criticism of adaptive leadership?
a. It takes a process approach to the study of leadership
b. Empirical research is lacking
c. The conceptualization of the process of adaptive leadership is unclear
d. It is too wide-ranging and abstract
Ans: A
Cognitive Domain: Knowledge
Answer Location: Criticisms
Question Type: MC
64. In adaptive leadership, leaders and followers mutually affect each other, making leadership a
complex interactive process. This is
a. A criticism of adaptive leadership
b. A strength of adaptive leadership
c. The formal definition of adaptive leadership
d. The definition of a technical leadership problem
Ans: B
Cognitive Domain: Comprehension
Answer Location: Strengths
Question Type: MC
65. Which leadership approach has a central purpose to help followers confront their personal
values and adjust these when needed in order for change to occur?
a. Transformational
b. Servant
c. Authentic
d. Adaptive
Ans: D
Cognitive Domain: Application
Answer Location: Strengths
Question Type: MC
66. Adaptive leadership provides a prescriptive approach to leadership that is useful and
practical. What are these prescriptions?
a. The adaptive work that takes place
b. The leader behaviors used
c. Correctly identifying the situational challenge
d. The change in followers once adaptation occurs
Ans: B
Cognitive Domain: Application
Answer Location: Strengths
Question Type: MC
67. Adaptive leadership conceptualizes the leader as one who
a. Solves problems for people
b. Adapts to various situations
c. Makes the hard decisions for others
d. Encourages others to do the problem solving
Ans: D
Cognitive Domain: Application
Answer Location: Summary
Question Type: MC
68. In what context has most of the adaptive leadership research been conducted?
a. Health care
b. K–12 education
c. Higher education
d. Public companies
Ans: A
Cognitive Domain: Knowledge
Answer Location: Application
Question Type: MC
Multiple Selection
69. Research and writing about adaptive leadership has been primarily
a. Anecdotal and observational
b. Descriptive
c. Prescriptive
d. Scientifically based
Ans: A, C
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: MS
70. Which of the following are the major components of the adaptive leadership model?
a. Leader behaviors
b. Complexity leadership
c. Situational challenges
d. Biological adaptations
Ans: A, C
Cognitive Domain: Knowledge
Answer Location: Model of Adaptive Leadership
Question Type: MS
71. The three main types of situational challenges in adaptive leadership are
a. Technical
b. Adaptive
c. Technical and adaptive
d. Psychodynamic
Ans: A, B, C
Cognitive Domain: Knowledge
Answer Location: Situational Challenges
Question Type: MS
72. The six leader behaviors in adaptive leadership
a. Are used exclusively in order from one to six
b. Generally are used in order from one to six
c. May overlap and be used simultaneously
d. Should be used simultaneously
Ans: B, C
Cognitive Domain: Comprehension
Answer Location: Leader Behaviors
Question Type: MS
73. How do leaders identify adaptive challenges?
a. When beliefs, attitudes, and values are part of the challenge
b. When challenges stir up emotions
c. When there is a clear solution to the problem
d. When the problem is easily identified
Ans: A, B
Cognitive Domain: Application
Answer Location: Identifying Adaptive Challenges
Question Type: MS
74. What does the holding environment represent in the adaptive leadership model?
a. The space where adaptive leadership work gets done
b. The balcony space
c. The virtual space for solving technical problems
d. The space where groups can function safely as they work on adaptive problems
Ans: A, D
Cognitive Domain: Application
Answer Location: Regulate distress
Question Type: MS
75. Which of the following leader behaviors are used to mitigate frustrations and stress people
feel during adaptive change?
a. Maintain disciplined attention
b. Conflict management
c. Orientation
d. Providing direction
Ans: B, C, D
Cognitive Domain: Comprehension
Answer Location: Regulate distress
Question Type: MS
76. What is the impact of a leader giving voice to an out-group member?
a. It discourages in-group members to solve adaptive problems
b. It helps out-group members know their interests are being recognized
c. It creates disengagement of the in-group members
d. It creates a more involved and engaged group inclusive of all members
Ans: B, D
Cognitive Domain: Comprehension
Answer Location: Protect leadership voices from below
Question Type: MS
77. Adaptive leadership is a complex process comprising which major dimensions?
a. Adaptive work
b. Situational challenges
c. Leader behaviors
d. Legitimate power
Ans: A, B, C
Cognitive Domain: Knowledge
Answer Location: How Does Adaptive Leadership Work?
Question Type: MS
78. Adaptive leadership is quite different from which of the following other leadership
approaches?
a. Traits
b. Transformational
c. Behavioral
d. Psychodynamic
Ans: A, C
Cognitive Domain: Comprehension
Answer Location: How Does Adaptive Leadership Work?
Question Type: MS
79. With technical challenges, the leader should
a. Use authority and expertise to address it
b. Use authority to make people solve it
c. Use the rules of the organization to solve it
d. Use followers to do the menial work
Ans: A, C
Cognitive Domain: Comprehension
Answer Location: How Does Adaptive Leadership Work?
Question Type: MS
80. How can adaptive leadership be applied in real life?
a. At the individual level
b. In multiple settings such as family, work, community
c. At the organizational level
d. Between individual followers if they choose to participate in the process
Ans: A, B, C
Cognitive Domain: Comprehension
Answer Location: Application
Question Type: MS
True/False
81. Heifetz is the leadership scholar credited with the development of adaptive leadership.
a. True
b. False
Ans: True
Cognitive Domain: Knowledge
Answer Location: Description
Question Type: TF
82. Adaptive leadership stresses the activities of the leader as they relate to the followers and the
context in which the work is done.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Description
Question Type: TF
83. Followers of leaders using adaptive leadership should adapt to the leader’s goals.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: Adaptive Leadership Defined
Question Type: TF
84. The biological conceptual perspective in adaptive leadership recognizes that people evolve as
a result of their adaptations to internal cues and external environments.
a. True
b. False
Ans: True
Cognitive Domain: Knowledge
Answer Location: Adaptive Leadership Defined
Question Type: TF
85. The systems perspective in adaptive leadership is used when a leader diagnoses follower
problems and prescribes possible solutions for them.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: Adaptive Leadership Defined
Question Type: TF
86. Complexity Leadership Theory is conceptualized as a dynamic process, not a person or
specific act.
a. True
b. False
Ans: True
Cognitive Domain: Knowledge
Answer Location: Adaptive Leadership Defined
Question Type: TF
87. Adaptive leadership is a well-developed empirically tested model.
a. True
b. False
Ans: False
Cognitive Domain: Knowledge
Answer Location: Model of Adaptive Leadership
Question Type: TF
88. Problems that lack clarity and cannot be solved by leader expertise or normal ways of doing
things in the organization are technical challenges.
a. True
b. False
Ans: False
Cognitive Domain: Knowledge
Answer Location: Adaptive Challenges
Question Type: TF
89. A technical challenge is one in which the leader can identify and implement a solution.
a. True
b. False
Ans: True
Cognitive Domain: Knowledge
Answer Location: Technical Challenges
Question Type: TF
90. An adaptive challenge occurs when the problem is quite clear, but the solution is not easy to
ascertain.
a. True
b. False
Ans: False
Cognitive Domain: Knowledge
Answer Location: Technical and Adaptive Challenges
Question Type: TF
91. Adaptive challenges are both unclear and difficult to solve.
a. True
b. False
Ans: True
Cognitive Domain: Knowledge
Answer Location: Adaptive Challenges
Question Type: TF
92. A prerequisite for all of the other adaptive leader behaviors is to regulate distress.
a. True
b. False
Ans: False
Cognitive Domain: Knowledge
Answer Location: Regulate distress
Question Type: TF
93. There are six archetypes that are used to identify adaptive challenges.
a. True
b. False
Ans: False
Cognitive Domain: Knowledge
Answer Location: Identify Adaptive Challenges
Question Type: TF
94. When people’s beliefs and values are affected by a problem, leaders need to take an adaptive
approach.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Identify Adaptive Challenges
Question Type: TF
95. Failures in leadership often occur because leaders fail to diagnose challenges correctly.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Identify Adaptive Challenges
Question Type: TF
96. Leaders are least effective when they use adaptive behaviors to solve adaptive problems.
a. True
b. False
Ans: False
Cognitive Domain: Knowledge
Answer Location: Identifying Adaptive Challenges
Question Type: TF
97. When the challenge requires that people learn new ways of coping, leaders need to take an
adaptive approach.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Identify Adaptive Challenges
Question Type: TF
98. When we create a holding environment for employees we are using the regulate distress
adaptive leader behavior.
a. True
b. False
Ans: True
Cognitive Domain: Knowledge
Answer Location: Regulate Distress
Question Type: TF
99. The concept of a holding environment has its roots in the field of psychotherapy in which
therapists create a safe place for clients to communicate with them.
a. True
b. False
Ans: True
Cognitive Domain: Knowledge
Answer Location: Regulate Distress
Question Type: TF
100. A leader who says “This is your project. How do you think it should be developed?” is using
the "maintain disciplined focus" adaptive leader behavior.
a. True
b. False
Ans: False
Cognitive Domain: Knowledge
Answer Location: Give the work back to the people
Question Type: TF
101. Adaptive work is primarily the work of the followers.
a. True
b. False
Ans: False
Cognitive Domain: Comprehension
Answer Location: Adaptive Work
Question Type: TF
102. The term “follower” in adaptive leadership is mostly used only when discussing the
“holding environment.”
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: Adaptive Work
Question Type: TF
103. Adaptive leaders can use adaptive leader behaviors simultaneously and interdependently.
a. True
b. False
Ans: True
Cognitive Domain: Comprehension
Answer Location: How Does Adaptive Leadership Work?
Question Type: TF
Essay
104. Adaptive leadership incorporates ideas from four different viewpoints: systems perspective,
biological perspective, service orientation, and psychotherapy perspective. Choose one of these
perspectives and relate it to the main concepts in one theory found in this text.
Ans: Answers will vary, but here are some examples that are likely comparisons:
Systems perspective—Students could apply a systems perspective to many of the later theories in
the text or might see situational leadership as a “system” in which the leader adapts to the
followers’ competence and commitment and then adjusts again in different situations
(complicated, ever changing systems or tasks).
Biological perspective—path–goal theory related to follower characteristics; transformational,
with the focus on change
Service orientation—servant leadership or authentic leadership both have strong leader behaviors
that “serve others.”
Psychotherapy perspective—psychodynamic approach
Cognitive Domain: Analysis
Answer Location: Adaptive Leadership Defined
Question Type: Essay
105. Describe the difference between “Get on the Balcony” and “Identify Adaptive Challenges.”
Ans: “Get on the Balcony” is the first step of adaptive leadership behaviors. It refers to a leader
stepping away in the midst of a challenging situation to try to gain perspective. Without first
getting on the balcony, it is difficult to “Identify Adaptive Challenges.” The identify behavior is
about analysis and diagnostics. It is much more difficult to accurately analyze a problem if the
leader has not first stepped back to attempt to see the big picture.
Cognitive Domain: Application
Answer Location: Leader Behaviors
Question Type: Essay
106. What happens in the holding environment of adaptive leadership?
Ans: The holding environment is the safe place for dialogue, interaction, conflict, and change.
Within the holding environment, people can feel safe tackling difficult problems, but they also
still need to be engaged in these difficult problems. So a good holding environment provides
enough comfort for people to express their opinions and ideas but is not so comfortable that
people avoid issues and feel as though others will take on the difficult tasks for them. The
holding environment is where adaptive work happens.
Cognitive Domain: Application
Answer Location: Leader Behaviors
Question Type: Essay
107. The orthopedics department at your hospital is thinking about merging with the sports
medicine department, which has in the past shared physicians, physician assistants, and nursing
and support staff, but they have always had their own departmental structures and leadership.
The merger is being considered because the staffs currently share exam rooms, operating
theatres, and many administrative and diagnostic equipment and procedures. The hospital
administration thinks the merger will help save administrative costs without detriment to patient
care. Staff members are nervous about this merger and wonder if it will cause changes in shifts,
long-standing surgical work groups, and even loss of jobs. You are the leader of the sports
medicine department. You have used adaptive leadership in past challenges and are going to try
it now. Apply the adaptive leadership model to this situation and describe some of the major
steps you will take to deal with this potential merger.
Ans: Answers will vary considerably but should include a diagnosis of technical, technical and
adaptive, or adaptive challenge (really this is adaptive in nature). Then they should describe
some of the six leader behaviors, the holding environment, and how the interaction with the team
will work.
Cognitive Domain: Analysis
Answer Location: How Does Adaptive Leadership Work?
Question Type: Essay