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The Nature of Leadership

1. What is the best explanation for so many different definitions of leadership?

a. scholarly nitpicking
b. disagreement about what should be considered leadership processes
c. leadership behavior cannot be studied in a scientific way
d. leadership is a very old topic

2. What is the most common element in definitions of leadership?

a. leadership is an authority relationship

b. leadership is the ability to make good decisions
c. leadership is an attribution made by followers
d. leadership is an influence process

3. Definitions of leadership:

a. strongly influence the design and interpretation of research

b. are strongly influenced by research on unconscious processes
c. reflect general agreement about the nature of leadership
d. are pointless because there is no basis for verification

4. What process is emphasized in the definition of leadership proposed by Yukl?

a. influencing followers to have complete trust in the leader

b. motivating followers to do more than they initially expected
c. facilitating collective efforts to accomplish shared objectives
d. empowering each follower to become self reliant

5. Leadership effectiveness is best assessed:

a. by evaluations from the leader’s boss

b. by subordinate evaluations of the leader
c. by a variety of subjective and objective criteria
d. by objective indicators of group performance

6. Participative leadership is best viewed as a combination of which two approaches for

studying leadership?

a. trait and behavior

b. power-influence and trait
c. behavior and power-influence
d. trait and situational
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The Nature of Managerial Work

7. Research on managerial activities found that managers typically spend the most time:

a. in their office
b. with subordinates
c. reading and writing reports, memos, and correspondence
d. in informal meetings

8. Which of the following was not found to be characteristic of managers in most descriptive
studies?

a. they spend much of their time engaged in oral communication

b. they spend considerable time engaged in reflective activities such as planning
c. they spend considerable time engaged in lateral communication with peers
d. they are engaged in a large variety of brief activities during a typical workday

9. Which was not found in most descriptive research on managerial activities?

a. the content of managerial work is varied and fragmented

b. the pace of managerial work is hectic and unrelenting
c. interactions typically involve the exchange of written messages and memos
d. many interactions involve peers or outsiders

10. The descriptive research found that a network of contacts and cooperative relationships is
especially important to:

a. motivate subordinates
b. implement change
c. improve time management
d. identify quality problems in the work

11. Planning in organizations is usually:

a. formal and detailed

b. formal and flexible
c. informal and detailed
d. informal and flexible

12. According to Mintzberg, which type of role is likely to get the highest priority?

a. entrepreneur
b. spokesperson
c. disturbance handler
d. negotiator
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13. According to Stewart, which of the following statements is not correct?

a. demands and constraints are essentially the same for most managerial jobs
b. managerial behavior is strongly influenced by demands and constraints
c. role conflicts are caused by incompatible demands from different people
d. demands and constraints depend in part on a manager’s perceptions

14. Managers in large units are most likely to:

a. use less delegation

b. use more group decision making
c. spend more time planning and coordinating
d. provide more coaching

15. In comparison to low-level managers, most top executives:

a. are more focused on solving immediate problems

b. are more autocratic in their decision making
c. have a stronger concern about efficiency
d. have a longer time perspective

16. In a crisis situation, effective leaders are likely to:

a. consult with subordinates

b. reduce their exposure
c. act more considerate
d. act more decisive

17. Which of the following was not a recommendation for effective time management?

a. determine how much time is spent on different activities

b. eliminate activities that require a lot of time
c. plan daily and weekly activities
d. avoid procrastination

18. Effective managers are most likely to:

a. concentrate on solving the easy problems first

b. concentrate on solving the most difficult problems first
c. deal with each problem as soon as it is discovered
d. look for ways to solve related problems at the same time
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Power and Influence

19. What kind of power is dependent upon friendship and trust?

a. affiliation power
b. dyadic power
c. referent power
d. expert power

20. Which influence process is most likely to result in continued commitment to a task
objective regardless of the manager’s subsequent actions?

a. instrumental compliance
b. personal identification
c. compliance with authority
d. internalization

21. Which was not identified in strategic contingencies theory as a determinant of power?

a. subunit size
b. expertise in solving problems
c. centrality in the workflow
d. uniqueness of expertise

22. Control over information is likely to give a manager power over:

a. subordinates
b. subordinates and peers
c. peers and superiors
d. peers, superiors, and subordinates
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23. Referent power is most likely to result in which type of influence process?

a. internalization
b. personal identification
c. instrumental compliance
d. collective identification

24. The status and influence accorded an emergent leader depends primarily on:

a. the leader’s social popularity among the members

b. the leader’s control over rewards desired by group members
c. the leader’s seniority among group members
d. the leader’s demonstrated competence and loyalty

25. Which influence tactic is used most frequently in organizations?

a. rational persuasion
b. exchange
c. consultation
d. personal appeals

26. Which influence tactic is most likely to result in target commitment?

a. exchange
b. personal appeal
c. consultation
d. ingratiation

27. Which influence tactic is least likely to result in target commitment?

a. rational persuasion
b. collaboration
c. exchange
d. inspirational appeals

28. Strong expert power is most likely to enhance the effectiveness of which tactic?

a. inspirational appeals
b. consultation
c. rational persuasion
d. legitimating
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Contingency Theories of Effective Leadership

29 The central explanatory process in Path-goal Theory of leadership is:

a. the influence of leader expectations on subordinate behavior

b. the influence of leader expectations on subordinate expectations
c. the influence of leader behavior on subordinate expectations
d. the influence of leader behavior on group processes

30. According to Path-goal theory, supportive leadership contributes most to subordinate

satisfaction and motivation when the task is:

a. tedious and stressful

b. important and meaningful
c. complex and variable
d. interesting and enjoyable

31. According to Path-goal Theory, directive leadership is most effective when:

a. the task is simple and repetitive

b. work roles are ambiguous
c. the task is tedious and stressful
d. work roles are interdependent

32. Which of the following conditions is a substitute for supportive leadership?

a. interdependent work roles

b. feedback from the work itself
c. cohesive work group
d. clear rules and standards
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33. According to the Multiple Linkage Model, short-term group effectiveness depends primarily
on what the leader does to:

a. maximize the task commitment of subordinates

b. improve planning and coordination of operations
c. correct any deficiencies in intervening variables
d. remove organizational constraints

34. Which is an intervening variable in the Multiple Linkage Model?

a. subordinate effort and commitment

b. organizational policies
c. leader behavior
d. leader position power

35. In the Multiple Linkage Model, long-term group effectiveness depends primarily on:

a. the leader's interpersonal skills

b. the leader's ability to make the situation more favorable
c. the leader's technical skills for problem solving
d. the leader's ability to gain more power over subordinates

36. A high LPC leader:

a. is very critical of coworkers with whom it is difficult to work

b. is very participative when making decisions about the work
c. has a primary motivation to accomplish task objectives
d. has a primary motivation to maintain cooperative relationships

37. In the LPC Contingency Model, situational favorability does not depend on:

a. group size
b. task structure
c. position power
d. leader-member relations

38. A leader with a high LPC score will perform best when the situation is:

a. very favorable
b. moderately favorable
c. unfavorable
d. either very favorable or unfavorable

39. Which of the following was not recommended as a guideline for contingent leadership?

a. use more planning to prepare for a long, complex task

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b. provide more direction to people with independent work roles

c. be more supportive to people who have a stressful task
d. provide more direction and briefings when there is a crisis

40. Which of the following was recommended as a guideline for contingent leadership?

a. make contingency plans to prepare for any possible problem

b. hold more meetings to involve people when a crisis occurs
c. maintain a high level of situational awareness
d. rely on previously effective practices when there is rapid change
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Charismatic and Transformational Leadership

41. Charismatic leadership is best understood by examining:

a. leader characteristics
b. leader and subordinate characteristics
c. leader and situational characteristics
d. leader, subordinate, and situational characteristics

42. According to Conger and Kanungo, attributions of charisma are not likely for a leader who:

a. creates dissatisfaction with current conditions

b. makes personal sacrifices to achieve the vision
c. acts in conventional ways to achieve the vision
d. recognizes opportunities to make successful changes

43. According to Conger and Kanungo, charismatic leaders are most likely to advocate:

a. continued loyalty to established values and traditions about how things are done
b. small, incremental changes in how things are done in the organization
c. radical changes in the core ideology and primary values of followers
d. major changes that are consistent with the primary values of followers

44. In the Shamir et al. theory of charisma, which of the following influence processes is the
least important?

a. internalization
b. personal identification
c. social identification
d. collective efficacy.

45. According to Burns, transforming leaders are most likely to appeal to:

a. fairness and reciprocity

b. economic self interest
c. respect for rules and tradition
d. ideals and moral values

46. Which of the following is not a transformational behavior according to Bass?

a. individualized consideration
b. contingent reward behavior
c. intellectual stimulation
d. inspirational motivation

47. Which was not recommended as a guideline for transformational leaders?

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a. ask followers to place their trust in the special ability of the leader
b. express confidence that followers will be able to attain the vision
c. use dramatic, symbolic actions to emphasize key values in the vision
d. empower followers to find effective ways to attain the vision
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Leading Change in Organizations

48. Which of the following is least likely to be a reason for resistance by employees to a
proposal by top management to change the current strategy?

a. a climate of distrust in the organization

b. the fear of losing status and power
c. cynicism about the feasibility of the proposed change
d. resentment of external dependencies

49. Which is least likely to be the reason for resistance to major changes in job content and
procedures by people who have been doing the job with moderate success for many years?

a. concern about their future job security in the organization

b. concern about not being able to adjust to the necessary changes
c. concern about the high cost to the organization of making the changes
d. a belief that the proposed changes are unnecessary

50. Which of the following is part of Lewin’s model of organizational change?

a. refreezing
b. reinventing
c. reorganizing
b. revitalizing

51. Resistance by a subordinate to a change proposed by the boss is best viewed as:

a. a deviant reaction by someone preoccupied with self interest

b. a situation that requires the use of power to overcome resistance
c. a source of energy that can be redirected to improve change
d. an indication of systems dynamics that will nullify any change

52. What is the best way for the CEO to deal with managers in key positions who continue to
resist a major change?

a. try to isolate them and work around them

b. replace them with people who will support the change
c. ignore them and hope they will come to see why the change was necessary
d. keep increasing the pressure on them to support the change

53. Which approach is least likely to be useful when trying to implement a major change in an
organization with flat performance but no obvious crisis?

a. describe the changes as routine, incremental adjustments to avoid upsetting people

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b. build a broad coalition of supporters inside and outside the organization

c. make dramatic, symbolic changes that will affect the daily activities of members
d. remove from key management positions opponents who continue to resist change

54. Which of the following was not recommended to facilitate acceptance and
successful implementation of a major change?

a. convince people that the change can be made without any difficulties or
inconvenience for them
b. use ceremonies and rituals to help people deal with the pain of giving up
familiar things they value
c. create a sense of urgency about the need for change by showing that it will
be more costly not to change
d. demonstrate personal commitment to see the change through to the end,
regardless of temporary setbacks

Leadership in Teams and Decision Groups

55. Which was not an important type of social influence process in groups?

a. social identification
b. emotional contagion
c. social enhancement
d. social pressure

56. Which of the following was not mentioned as a primary determinant of performance for a
functional team?

a. how long the current leader has been in that position

b. trust and cooperation among the team members
c. the organization and coordination of activities
d. member agreement about objectives and strategies

57. Which type of team is most likely to be given the task of designing a new product and
bringing it into production?

a. traditional work team

b. self-managed operational team
c. cross-functional project team
d. quality circle

58. Which is not likely to improve the effectiveness of a self-managed team?

a. let members share in financial gains from improved performance

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b. change the membership frequently to give the team fresh ideas

c. provide accurate, timely information relevant to team activities
d. give members training in interpersonal and problem solving skills
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Developing Leadership Skills

59. Training programs to enhance leadership skills:

a. are widely used for managers in organizations

b. are seldom used for effective managers
c. are used mostly for department supervisors
d. are used mostly for top executives in large organizations

60. Which of the following was not recommended for effective training?

a. use concrete examples, diagrams, and mnemonics in explanations

b. relate training objectives to the person’s interests and career ambitions
c. integrate complex material into longer learning modules
d. allow ample opportunity for practice with feedback

61. Which was not found in most studies on leadership training in organizations?

a. training is usually focused on improving skills rather than on changing

personality traits or values
b. organizations systematically assess their leadership training activities to ensure that they
are cost effective
c. training is usually focused more on skills needed for the current job than
on skills needed for a future job
d. organizations prefer to send managers to workshops or external short courses rather than
to lengthy degree programs

62. What training method is most useful for improving interpersonal skills?

a. computer simulations
b. behavior role modeling
c. large scale simulations
d. analysis of short cases

63. Which of the following usually includes a mix of formal training and learning from
experience working on management projects?

a. mentoring
b. job rotation programs
c. action learning
d. behavior modeling
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64. Research on the way managers acquire leadership skills find that:

a. learning from experience is an important source of leadership skills

b. most companies plan how to integrate formal training with developmental activities
c. feedback workshops result in more learning than special assignments
d. decisions about job assignments usually consider developmental objectives

65. Which approach for leadership development is used most often by organizations?

a. multi-source feedback workshops

b. formal mentoring programs
c. job rotation programs
d. formal training programs