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This activity contains 32 questions.

The following is used to describe a manager:
asks, “what and why” plans strategy and tactics acts to bring about change creates vision asks, “how and when”

The following phrase is used to describe a leader:
uses traditional influence challenges status quo relies on control strategies maintains and allocates resources acts with established culture

The theory that some people have specific characteristics that differentiate leaders from nonreaders is called:
Path-goal. Contingency. Trait. Behavioral. Situational.

Leadership research indicates that all of the following are traits that have been identified to be consistently associated with leadership except:

Consistent behavior. train leaders change jobs to suit people. Dominance. teach people certain behaviors teach people certain traits. Dominance and power. Job-relevant knowledge. only hire women. hire either men or women select the right person for the job. whereas if behavioral studies were correct. Some research seems to indicate that individuals who are highly flexible in adjusting their behavior in response to different situations possess the characteristic of: Low self-monitors.Self-confidence. teach people certain behaviors The two dimensions of leader behavior explained in the Ohio State studies are: Motivation and charisma. If trait research had been successful. we would ______________. . Ambition and energy. Honesty and integrity. change people to suit jobs teach people managerial principles. we would ___________. Guaranteed success. High self-monitors.

the extent to which a leader shares mutual trust and respect for his/her employees is referred to as: Concern for production. Contingency-oriented. Coercion and motivation. Task-oriented behavior. . According to the Ohio State studies. Initiating structure. A leader high in initiating structure would be characterized as doing which of the following? treating all subordinates as equal assigning group members to particular tasks showing concern for subordinates’ status and satisfaction focusing on performance evaluation helping subordinates with personal problems Leaders who emphasize interpersonal relations are described in the University of Michigan studies as: Relationship-oriented. Power and influence.Employee-oriented and production-oriented. Employee-oriented behavior. Initiating structure and consideration. Consideration.

Employee-oriented. In the University of Michigan studies.Initiating consideration. Least preferred co-worker scale. low group productivity and lower job satisfaction were associated with: Production-oriented leaders. Employee-oriented leaders. Humanistic leaders. Country club leaders. Production-oriented. Goal-setting leaders. The graphic portrayal of a two-dimensional view of leadership style by Blake and Mouton is known as the: Leader-participation model. . the University of Michigan studies label this leader: Achievement-oriented. Path-goal model. Autocratic-democratic continuum. If a leader’s main concern is accomplishing his/her group’s tasks. Employee-oriented. Goal-oriented. Single-minded. Managerial grid.

Technical-oriented leaders. Blake and Mouton’s Managerial Grid has all of the following management styles except: Authority-obedience. Supportive. Team. Structuring of efficiency to minimize interference of human elements. Country club. Democratic. . a leader who consults with employees and uses their suggestions before making a decision is referred to as: Participative. According to Blake and Mouton’s Managerial Grid. Impoverished. the “country club” style of leadership is generally described as: Balancing output while maintaining morale at a satisfactory level. According to the path-goal theory. Charismatic. Comfortable and friendly organization atmosphere and work pace. Institutional. Common stake centered on trust and respect. Directive. Minimum effort exerted to sustain organizational membership.

supportive. Supportive leadership results in high employee performance and satisfaction when subordinates are performing structured tasks. Participative. It is generally considered that leadership is important to an organization’s success. Make rapid and firm decisions. Directive leadership leads to greater satisfaction when tasks are ambiguous. achievement-oriented. Subordinates with an external locus of control will be more satisfied with a participative style. Which of the following is not an example of a hypothesis that has evolved out of path-goal theory? Achievement-oriented leadership sets challenging goals and expects followers to perform at their highest level. . Anticipate change and vigorously exploit opportunities.The leadership behaviors identified by the path-goal theory are: Participative. achievement-oriented. Directive leadership will lead to higher employee satisfaction when there is substantive conflict within a work group. Supportive. humanistic. Supportive. All of the following are actions that leaders take to make an organization successful except: Control deviations from a standard. directive. goal-oriented. Motivate employees to higher levels of productivity. Practice charismatic standards. participative. directive. Achievement-oriented.

Currently the two most popular approaches to leadership are contingency models and the study of: Education and experience. Transactional leaders. Traits. Employee-oriented leaders. Leadership substitutes. Which of the following is not a characteristic of a transformational . Participation Situational variables Externalities Neutralizers Task structure The type of leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements are: Charismatic leaders. Sometimes leadership may not be important. _____________ make(s) it impossible for leader behavior to make any difference to subordinate outcomes. Leadership neutralizers. Charisma. Transformational leaders. Process-oriented leaders.

They are sensitive to member needs. speaking clearly. talking directly to people. Which of the following is not true of a charismatic leader? They have behavior that is out of the ordinary. They are perceived as managers of the status quo. Using tried and traditional approaches to solve problems. the key trait required of CEO’s for . They are sensitive to the environment. Conveying confidence. They have a vision and the ability to articulate the vision. In a recent survey of senior leaders. Demonstrating confidence in people by stating ambitious goals for them. Understanding individual needs and developing intensely personal relationships.leader? provides vision and sense of mission encourages innovative approaches to old problems inspires exertion of extra effort for goal achievement communicates high expectations treats all employees collectively as one Engaging in all of the following behaviors will contribute to becoming a charismatic leader except: Sharing a vision for the future by communicating it to others.

and _________________. A strong sense of vision. Leaders of teams find themselves in a role of: Autocrat. Intelligence. supervise effectively motivate others solve their own problems consult with managers make decisions cautiously Characteristics of self-management include all of the following except: Planning of time. plan and implement tasks. individuals and teams set goals. Global abilities. evaluate performance. Director. schedules. Coach. . Integrity. and specific job goals. Follower.the year 2000 was: Shareholder equity. With self-leadership. High power.

Women tend to lead through inclusion and rely on interpersonal skills to influence others. Seeing a need and taking action to fulfill it rather than being required to act.Access management relative to availability and interruption. All of the following are characteristics of leading without authority except: Waiting for the coach’s call to take independent action. Women attempt to enhance followers’ self-worth. Catch-up activities concerning taking work home or coming in on days off. Emotions management concerning aggressiveness and professional relationships. Focusing on a single issue rather than be concerned with many issues and problems. . Working more closely with stakeholders with subsequent access to more information. Clear specification by the organization to guide self-management. Men rely on formal authority for their position. All of the following are differences in the inherent leadership styles between women and men except: Men are more likely to use a directive command and control style. Taking opportunity to raise harder questions and look for less traditional solutions. Men share power and information.

5 to 3. where they are starting businesses at _____________ times the rate of men.5 .5 3 to 4 1 to 2 1.5 to 2. 5 to 1 2.Women have a greater representation among the entrepreneurial ranks.