TB 11

Fundamentals of Management, 7e (Robbins/DeCenzo/Coulter)
Chapter 11 Leadership and Trust
1) A leader is someone who has managerial authority and can influence others.
Answer: TRUE
Explanation: A leader needs to be someone who has both the authority to make others follow his
or her path and the ability to change how other people behave.
Diff: 2 Page Ref: 294
Objective: 11.1
2) Leadership identifies a process while leader identifies a person.

Answer: TRUE
Explanation: Leadership is the process of helping others achieve their goals. A leader is an
individual who carries out the process of leadership.
Objective: 11.1
3) Ideally, all managers should not be leaders.

Answer: FALSE
Explanation: Leadership is one of the four basic functions of a manager, so all managers in one
way or another should take on the role of leadership.
Objective: 11.1
4) Trait theories of leadership focus on how leaders interact with their followers.
Answer: FALSE
Explanation: Behavioral theories, rather than trait theories, focus on how leaders interact with
followers. Trait theories of leadership focus on the characteristics that leaders have and what
makes a leader.
Objective: 11.2
5) Research has shown a distinct set of traits that distinguishes leaders from nonleaders.
Answer: FALSE
Explanation: No consistent set of traits has ever been found that can identify a potential leader.
Objective: 11.2
6) Traits such as honesty and integrity are not very useful for identifying who is suited and who
is not suited to be a leader.
Answer: TRUE
Explanation: Leadership traits have been shown to explain why certain individuals are effective
leaders, but they do not explain who is likely to be a leader and who is not.
AACSB: Analytic Skills
Objective: 11.2
1
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7) Trait research has given managers the ability to pick out leaders from the group.
Answer: FALSE
Explanation: Trait research attempted to be able to identify leaders, but it has not been
successful.
Objective: 11.2
8) A major goal of behavioral leadership studies is to find ways to train people to be leaders.
Answer: TRUE
Explanation: Behavioral leadership studies search for critical elements of leadership that can be
used to train people to be leaders.
Objective: 11.2
9) A leader with an autocratic style often delegates authority to subordinates.

Answer: FALSE
Explanation: Leaders with autocratic styles tend to avoid delegation. Autocratic leaders tend to
keep all decision-making powers to themselves.
Objective: 11.2
10) Tannenbaum and Schmidt suggested that in the long run, managers should move toward an
employee-centered leadership style.
Answer: TRUE
Explanation: Tannenbaum and Schmidt suggest that employee-centered leadership is the best
long-term strategy because it improves employee motivation, morale, and teamwork.
Objective: 11.2
11) The Ohio State studies suggested that leaders who were high in structure and low in
consideration were most successful.
Answer: TRUE
Explanation: The Ohio State studies suggested that high-high leaders got the best results—
leaders who were high in both structure and consideration.
Objective: 11.2
12) The Michigan studies suggested that the most successful leaders were production oriented.
Answer: FALSE
Explanation: The Michigan studies suggested that an employee, rather than a production,
orientation correlated with high productivity and job satisfaction.
Objective: 11.2
2
13) A leader who ranks 9,1 in the managerial grid would have more concern for people than
production.
Answer: FALSE
Explanation: The first variable in the grid rates concern for production and the second variable
rates concern for people. Therefore a 9,1 rating would be high in concern for productivity and
low in concern for people.
Objective: 11.2
14) The big problem with the managerial grid is that it doesn't tell how management styles work
in different situations.
Answer: TRUE
Explanation: The managerial grid suggests that a 9,9 leadership style performs best. However, it
offers no information about how this style performs in different situations.
Objective: 11.2
15) Fiedler's model proposed that leadership success was determined by matching leadership
style to situation.
Answer: TRUE
Explanation: Fiedler's contingency model contended that different styles of leadership work
better in different situations.
Objective: 11.3
16) Fiedler's contingency model focused on having employees describe their ideal coworker.
Answer: FALSE
Explanation: Fiedler's model instead focused on having employees identify their least preferred
coworker, not their ideal coworker.
Objective: 11.3
17) A high LPC score indicates that a worker is productivity oriented.

Answer: FALSE
Explanation: A low, not a high score, identifies a respondent as productivity oriented.
Respondents get low scores for preferring their least-preferred worker as, for example, "boring"
rather than "interesting," or "cold" rather than "warm."
Objective: 11.3
18) Fiedler concluded that task-oriented leaders tended to perform better in favorable situations
and worse in unfavorable situations.
Answer: FALSE
Explanation: The statement is only half true. Fiedler found that task-oriented leaders performed
better in both favorable and unfavorable situations. Where task-oriented leaders failed was in
moderate situations that were neither highly favorable or highly unfavorable.
Objective: 11.3
3
19) Fiedler concluded that relationship-oriented leaders seemed to perform better in highly
unfavorable situations.
Answer: FALSE
Explanation: Relationship-oriented leaders performed better in situations that were not extreme
—not highly favorable or unfavorable, so the statement is false.
Objective: 11.3
20) Situational leadership theory (SLT) states that an R1 worker who is unable and unwilling to
perform a task responds best to a telling leadership style.
Answer: TRUE
Explanation: SLT states that a telling style in which the leader defines specific roles and tasks
works best with an unable and unwilling worker.
Objective: 11.3
21) Situational leadership theory (SLT) states that an R3 worker who is able but unwilling to
perform a task responds best to a selling leadership style.
Answer: FALSE
Explanation: SLT states that a participating style in which the leader shares in decision making
to get the worker involved works best with an able but unwilling worker.
Objective: 11.3
22) Vroom and Yetton's leader participation model suggests that leadership research should focus
on the situation rather than the leader.
Answer: TRUE
Explanation: The leader-participation model suggests that it is more meaningful to think of
situations that call for certain kinds of leadership styles rather than specific kinds of leaders. In
other words, one situation might call for an autocratic style of leadership while a second situation
would call for a participative style.
Objective: 11.3
23) Robert House's path-goal theory maintains that an effective leader clears the path for a
follower to the follower's goal.
Answer: TRUE
Explanation: The "path-goal" in path-goal theory refers to removing obstacles that stand in the
way of the path from where the worker is to the worker's goal.
Objective: 11.3
4
24) In contrast to Fiedler, path-goal theory assumes that leaders assume a single, permanent
leadership style.
Answer: FALSE
Explanation: To the contrary, path-goal theory assumes that leaders can change their leadership
style depending on the situation. This is a major difference from the view of Fiedler, who sees
leadership style as fixed.
Objective: 11.3
25) Path-goal theory states that a directive leadership style works best when tasks are ambiguous.
Answer: TRUE
Explanation: The guidance and structure of a directive leadership style work best in an
ambiguous situation. Subordinates find a sense of direction in a manager who takes a no-
nonsense directive approach.
Objective: 11.3
26) Path-goal theory states that a participative leadership style works best when tasks are highly
structured.
Answer: FALSE
Explanation: In highly structured tasks, employees typically don't need to participate in decision
making—since there are few decisions to make—so a participatory style isn't best for this
situation. Instead, employees tend to need support to carry through the task, making a supportive
style the best choice.
Objective: 11.3
27) A transactional leadership style is not related to a transformational style.

Answer: FALSE
Explanation: If done well, a transactional style can evolve into a transformational style so the
two are closely related.
Objective: 11.4
28) Transformational leadership and charismatic leadership are identical.

Answer: FALSE
Explanation: Transformational leadership is similar to charismatic leadership, but
transformational leadership gives the follower more freedom to think independently and
critically, even if a follower's views clash with the views of the leader.
Objective: 11.4
5
29) Charismatic and visionary leadership are the same thing.
Answer: FALSE
Explanation: Though charismatic leadership starts with a vision, the person is the true focus of
charismatic leadership, while in visionary leadership it is the specific view of the future that the
leader promotes that attracts followers.
Objective: 11.4
30) Since charisma is an inborn trait, no efforts have ever been made to train people to be
charismatic.
Answer: FALSE
Explanation: Though some people think that charisma cannot be taught, others feel that training
can provide leaders with elements of charisma. These training efforts have proved to be fairly
successful.
Objective: 11.4
31) A successful visionary leader "jump starts" the future.

Answer: TRUE
Explanation: Successful visionary leaders create a powerful image of a possible future that is
easy to grasp. Followers latch on to this vision of the future and work to make it a reality.
Objective: 11.4
32) Team leadership is becoming less important in today's world because teams don't need
leaders.
Answer: FALSE
Explanation: All teams need leaders. If anything, team leadership is becoming more important in
the current business climate because teams are becoming more prevalent.
Objective: 11.4
33) One of the keys to being a good team leader is to know when to leave a team alone.
Answer: TRUE
Explanation: Knowing when to intervene and when to let a team solve its own problems is
important for a team leader.
Objective: 11.4
34) Experts state that 85 percent of all managers are not natural team leaders.
Answer: TRUE
Explanation: Consultants think that 15 percent of managers are natural team leaders, which
leaves 85 percent who are not natural team leaders.
Objective: 11.4
6
35) One specific role of team leadership is that team leaders are troubleshooters.
Answer: TRUE
Explanation: Team leader roles include coaches, conflict managers, liaisons, and
troubleshooters.
Objective: 11.4
36) One reason that empowerment is important in today's business climate is that managers
today tend to have smaller spans of control than managers of the past.
Answer: FALSE
Explanation: In fact, today's managers, due to downsizing and efficiency efforts, have larger, not
smaller spans of control than managers of the past. A larger span of control means the manager
has less time to spend with individual employees, so empowering those employees helps them
solve problems on their own.
Objective: 11.4
37) In different countries, the most universal aspects of leadership seem to be elements of
transactional leadership.
Answer: FALSE
Explanation: Transformational, rather than transactional, elements of leadership seem to be most
universal. These include vision, trustworthiness, dynamism, positiveness, and proactiveness.
AACSB: Globalizations
Objective: 11.4
38) Emotional intelligence (EI) is the best predictor of who will emerge as a leader.
Answer: TRUE
Explanation: More than academic intelligence, EI has shown to be the best predictor of who will
be a successful leader.
Objective: 11.5
39) Trust is the belief in the integrity, character, and ability of a leader.
Answer: TRUE
Explanation: Trust has five dimensions: integrity, which includes honesty, competence,
consistency, loyalty, and openness.
Objective: 11.5
40) Of the five dimensions that make up the concept of trust, loyalty seems to be the most
critical.
Answer: FALSE
Explanation: Integrity rather than loyalty appears to be the most important element of trust.
Objective: 11.5
7
41) A sizeable majority of American employees trust the leaders of the companies they work for.
Answer: FALSE
Explanation: Only about 39 percent of U.S. employees claimed to trust their executive leaders,
according to a survey, which is considerably less than a majority.
Objective: 11.5
42) Because leading is one of the four basic managerial functions, ________ leaders.
A) all managers are
B) all managers should be
C) some managers are
D) some managers should be
Answer: B
Explanation: B) As one of four basic managerial functions, leading is one of the things that
defines what a manager does, so all managers should be leaders, making that the correct
response. Since some managers clearly are not leaders, the remaining three choices are not
correct responses for this question.
Objective: 11.1
43) Early leadership trait research looked to find characteristics that might ________.
A) distinguish ordinary leaders from great leaders
B) define charisma
C) identify the physical traits of leaders
D) differentiate leaders from nonleaders
Answer: D
Explanation: D) Early leadership studies looked to find the traits that could distinguish leaders
from non-leaders. These efforts proved to be largely unsuccessful, as leadership seemed to be
hard to define precisely and it varied from situation to situation. Early studies were somewhat
concerned with finding great leaders or understanding charisma as a basic leadership trait, but
these were not primary concerns of early investigators so they are incorrect responses. Physical
traits of leaders were never a concern of early or contemporary leadership scholars, so that
choice is incorrect.
Objective: 11.2
8
44) Leaders are ________.
A) individual people, while leadership is a process
B) the first step in the leadership process
C) individual people who study the leadership process.
D) the final step in the leadership process.
Answer: A
Explanation: A) Leaders are individual people, not part of a process, which rules out the two
choices regarding steps as correct responses. Leadership itself is a process, making "individual
people, while leadership is a process" the correct response since it correctly identifies leaders as
individual people and leadership as a process of leading others. Leaders do not simply study
leadership, as the remaining choice indicates, but actually guide and influence others toward
goals.
Objective: 11.2
45) If a trait theory of leadership were true, then all leaders would possess ________.
A) charisma
B) the same traits
C) different traits
D) seven traits
Answer: B
Explanation: B) If the trait theory were true then all leaders would have the same universal
traits, making "the same traits" the correct response for this question. If all leaders had the same
traits then they clearly could not have different traits, eliminating that choice as a correct answer.
The remaining two choices can be ruled out because they are too specific—a trait leadership
theory could be true and not have precisely seven traits or not include charisma as a trait.
Objective: 11.2
46) The most successful early trait theories focused on ________.

A) traits of famous leaders
B) traits of followers
C) traits associated with leadership
D) traits that distinguish leaders from non-leaders
Answer: C
Explanation: C) Early efforts to distinguish leaders from non-leaders were largely unsuccessful,
causing researchers to focus on traits of leadership rather than leaders, making that the correct
response. Traits of followers came in more contemporary leadership studies, making that choice
incorrect, while traits of famous leaders were never explicitly taken up, ruling out that choice as
a correct response.
Objective: 11.2
9
47) Trait theory effectively explains why ________.
A) some people are leaders
B) some people are not leaders
C) successful leaders are effective
D) leadership involves extraversion
Answer: C
Explanation: C) Rather than identify why some people can be leaders and others cannot, trait
theory did a fairly good job of explaining why some leaders were effective and others were not,
making "successful leaders being effective" the correct response. Extraversion is just one of
many leadership traits that may or may not be essential, so "leadership involving extraversion" is
not a correct response.
Objective: 11.2
48) Behavioral theories of leadership focused on ________.

A) who effective leaders were
B) what characteristics effective leaders had
C) how to identify effective leaders
D) what effective leaders did
Answer: D
Explanation: D) Early trait theories focused on who effective leaders were, making "who
effective leaders were" and "how to identify them" match trait theories, not behavioral theories.
"What characteristics effective leaders had" focuses on characteristics, which are synonymous
with traits, so it matches a trait approach, not a behavioral approach. The correct response is
"what effective leaders did," since it focuses on the actions and behaviors of effective leaders,
not their characteristics and traits.
Objective: 11.2
49) The promise of behavioral theories of leadership held that this would be possible.
A) picking a leader out of crowd
B) being able to train a person to be leader
C) explaining why successful leaders were successful
D) eliminating ineffective leaders
Answer: B
Explanation: B) The great promise of behavioral theories of leadership is that they would show
how leaders could be trained, making "being able to train a person to be leader" the correct
response. Behavioral theories attempted to identify what successful leaders did, and if those
actions could be identified, they could be imparted to others through training. Trait theories, on
the other hand, attempted to explain the success of leaders and how to identify leaders through
permanent character traits, not behavioral actions, making these incorrect answers for this
question.
Objective: 11.2
10
50) The University of Iowa studies discussed all of the following leadership styles EXCEPT
________ leadership.
A) laissez-faire
B) democratic
C) benevolent
D) autocratic
Answer: C
Explanation: C) The Iowa studies identified autocratic "dictating" style leaders, democratic
leaders who delegate and welcome feedback, and laissez-faire leaders who allowed employees to
have complete freedom over their actions, ruling out all of these choices. A "benevolent" style of
leadership was not identified in the Iowa study, so it is the correct response for this question.
Objective: 11.2
51) Which leadership style tends to centralize authority and make unilateral decisions?
A) cultural style
B) autocratic style
C) democratic style
D) laissez-faire style
Answer: B
Explanation: B) An autocratic style is a dictatorial style in which the leader allows little input or
leeway from followers, making all decisions, keeping a tight control on all activities, and
severely limiting employee participation in decision making. A democratic style can be
eliminated because it describes a more open, less centralized style of leadership, as well as a
laissez-faire style, which is completely open and unstructured. A cultural style can be ruled out
because it is not a recognized leadership style in the Iowa study.
Objective: 11.2
52) Jared's boss encourages employees to participate in the decision-making process, but does
not give them complete freedom to do as they like. She has this kind of leadership style.
A) monarchial
B) autocratic
C) laissez-faire
D) democratic
Answer: D
Explanation: D) An autocratic style severely limits employee participation in decision making,
so that choice is not the correct answer for this question. A laissez-faire style gives employees
complete freedom to make decisions, so that choice is not the correct answer for this question. A
democratic style matches Jared's boss because it identifies a more open, less centralized style of
leadership that allows employees to participate in the decision-making process, making that
choice the correct response. A monarchial style can be ruled out because it is not a recognized
leadership style in the Iowa study.
Objective: 11.2
11
53) Monica's boss allows her to make any decision she thinks is important on the spot without
consulting anyone. Monica's boss has this kind of leadership style.
A) laissez-faire style
B) autocratic style
C) democratic style
D) hands-on style
Answer: A
Explanation: A) An autocratic style severely limits employee participation in decision making,
so that choice is not the correct answer for this question. A democratic style gives employees
some, but not complete freedom to make decisions, so that choice is not the correct answer for
this question. A laissez-faire style matches Monica's boss because it identifies a completely open
style of leadership that allows employees to make any and all decisions they want, making that
choice the correct response. A hands-on style can be ruled out because it is not a recognized
leadership style in the Iowa study.
Objective: 11.2
54) The Iowa studies indicated that this was the most successful leadership style.
A) autocratic
B) laissez-faire
C) combination of autocratic and laissez-faire
D) democratic
Answer: D
Explanation: D) The Iowa studies were not definitive, but they did clearly indicate that
employee satisfaction levels were highest under a democratic leadership style, making that
choice the correct answer. Autocratic styles were found to be successful in limited situations, but
not as successful as democratic styles, so autocratic is incorrect. Laissez-faire styles were found
to be unsuccessful, so that choice can be ruled out. Combinations of styles were not considered,
so that choice can be ruled out.
Objective: 11.2
55) A democratic consultative leader ________.

A) seeks input and shares the final decision
B) makes the final decision herself without input
C) seeks input but makes the final decision herself
D) shares the final decision without input
Answer: C
Explanation: C) The Iowa studies identified two different types of democratic leader.
Participative leaders seek employee input for decisions and share the decision itself with
employees. Consultative leaders also seek input, but reserve the final decision for themselves,
making that choice the correct response. Both remaining choices are incorrect because they
feature leaders foregoing input, which does not accurately describe a democratic leadership style.
Objective: 11.2
12
56) A democratic participative leader ________.
A) seeks input and shares the final decision
B) shares the final decision without input
C) makes the final decision herself without input
D) seeks input but makes the final decision herself
Answer: A
Explanation: A) In the Iowa studies, participative leaders seek employee input for decisions and
share the decision itself with employees, making that choice the correct response. Consultative
leaders also seek input, but reserve the final decision for themselves, making that choice an
incorrect response. Both remaining choices are incorrect because they feature leaders foregoing
input, which does not accurately describe a democratic leadership style.
Objective: 11.2
57) Tannenbaum and Schmidt's continuum studies suggested that managers should move toward
________ leadership styles.
A) manager-centered
B) task-centered
C) employee-centered
D) quality-centered
Answer: C
Explanation: C) Tannenbaum and Schmidt's study proposed that managers look at their own
tendencies, such as comfort level with a certain leadership style, and employee tendencies, such
as responsibility levels, and find a match between the two. This match, according to the study,
leaned toward employee-centered leadership styles, which increased employee motivation and
quality of work, making employee-centered the correct response and ruling out all other
responses for this question.
Objective: 11.2
58) In the Ohio State studies, ________ refers to how strict a leader's standards are.
A) independent dimensions
B) comprehensive structure
C) initiating structure
D) consideration
Answer: C
Explanation: C) The Ohio State studies started with over a thousand dimensions of leader
behavior and narrowed them down to two—consideration and initiating structure. Consideration
refers to how "employee friendly" a leader is, making consideration an incorrect response, while
initiating structure refers to a leader who is concerned with rigorously assigning tasks and
maintaining standards, making initiating structure the correct response. Neither term for of the
two remaining choices were identified as dimensions in the study, so they are incorrect
responses.
Objective: 11.2
13
59) In the Ohio State studies, ________ refers to how much mutual trust exists between
employees and leaders.
A) consideration of limitations
B) consideration
C) initiating structure
D) initiating ideas
Answer: B
Explanation: B) In the Ohio State studies, consideration refers to how "employee friendly" a
leader is, making consideration the correct response, while initiating structure refers to a leader
who is concerned with rigorously assigning tasks and maintaining standards, making initiating
structure an incorrect response. Neither term for the two remaining choices were identified as
dimensions in the Ohio State study, so they are incorrect responses.
Objective: 11.2
60) A high-high leader in the Ohio State studies achieved the highest ratings with respect to
________.
A) both employee performance and satisfaction
B) employee performance only
C) employee satisfaction only
D) employee performance for routine tasks only
Answer: A
Explanation: A) In general, a high-high leader who is high in both initiating structure and
consideration achieved the best results in both performance and employee satisfaction, making
that choice the correct response, and ruling out employee performance only and employee
satisfaction only since they identify only one high scoring category. Employee performance for
routine tasks only can be ruled out because the results for routine tasks did not turn out to favor
high-high leaders, but rather, leaders who were high in consideration only.
Objective: 11.2
61) The Ohio State studies indicated that leaders who were high in consideration performed
________.
A) best in all situations
B) best when employee tasks were routine
C) worst when employee tasks were routine
D) best when employee tasks were non-routine
Answer: B
Explanation: B) In general, high-high leaders had the best results with respect to employee
performance and job satisfaction. However, leaders who were high in initiating structure did not
perform as well as consideration-oriented leaders when employee tasks were routine, indicating
that a sympathetic approach works best in tedious situations. This makes "best when employee
tasks were routine" the correct response, and rules out "worst when tasks were routine" and "best
in all situations" as untrue and the remaining choice because it focuses on non-routine tasks.
Objective: 11.2
14
62) The Ohio State studies indicated that leaders who were high in initiating structure received
________.
A) the highest employee ratings
B) the lowest employee ratings
C) the same employee ratings as leaders who were high in consideration
D) below average employee ratings
Answer: A
Explanation: A) Leaders who were high in initiating structure often received higher performance
ratings from employees than leaders who were high in consideration. This makes highest
employee ratings the correct response, and rules out the remaining three choices as untrue.
Objective: 11.2
63) According to the University of Michigan studies, leaders who were ________ were
associated with higher group productivity and higher job satisfaction.
A) employee-oriented
B) initiating structure
C) considerate
D) production-oriented
Answer: A
Explanation: A) The Michigan studies generally agreed with the Iowa studies—leaders who
were employee oriented and focused on people rather than task and job aspects tended to
correlate to greater job satisfaction and higher productivity, making employee-oriented the
correct response and production-oriented incorrect. Note that initiating structure and considerate
are incorrect because they refer to terminology from the Iowa rather than the Michigan studies.
Objective: 11.2
64) On the managerial grid a leader who is high in both concern for people and concern for
production would rate ________.
A) 1,1
B) 9,1
C) 5,5
D) 9,9
Answer: D
Explanation: D) The first number for the managerial grid measures concern for production while
the second number measures concern for people. Therefore, a leader who rates high in concern
for both people and production rates a 9,9, making that choice the correct response and ruling out
other choices.
Objective: 11.2
15
65) Estéban was rated a 5,8 on the managerial grid. A good way to describe Estéban is ________.
A) high in concern for both people and production
B) high in concern for people, low in concern for production
C) high in concern for people, moderate in concern for production
D) low in concern for people, moderate in concern for production
Answer: C
Explanation: C) The first number for the managerial grid measures concern for production while
the second number measures concern for people. Estéban therefore rates fairly high in concern
for people, the second number, and average in concern for production, the first number, making
"high, moderate" the correct response. High for both describes a 9,9 leader, not a 5,8 leader, so it
is incorrect. High, low describes a 1,9 leader, not a 5,8 leader, so it is incorrect. Low, moderate
describes a 5,1 leader, not a 5,8 leader, so it is incorrect.
Objective: 11.2
66) Which description best characterizes a 9,1 leadership style on the managerial grid?
A) impoverished management
B) task management
C) middle-of-the-road management
D) country club management
Answer: B
Explanation: B) Impoverished management is the description for a 1,1 leadership style because
it lacks concern for both people and production. Middle-of-the-road management is the
description for a 5,5 leadership style because it is in the center of both scales. Country club
management is the description for a 1,9 leadership style because it values employees far above
production. Task management is the description for a 9,1 leadership style because its only
concern is production, or tasks, rather than people, making task management the correct
response.
Objective: 11.2
67) Which quadrant of the managerial grid generally identifies the most successful leaders?
A) top left
B) bottom left
C) bottom right
D) top right
Answer: D
Explanation: D) The researchers concluded that a 9,9 leadership style worked best in a general
sense. Since a 9,9 rating is in the top right quadrant, it is that quadrant that is identified as the
best and most productive type of leadership, making top right the correct response, and
eliminating all other responses.
Objective: 11.2
16
68) The key to the Fiedler contingency model of leadership is to match ________.
A) leader and follower
B) leader and leadership style
C) leadership style and follower
D) leadership style and situation
Answer: D
Explanation: D) Fiedler's model first set out to define leadership styles and situations that
required leadership. Then the model sought to match the correct leadership style to each
situation, making leadership style and situation the correct response. The model did not concern
itself with leaders themselves, or followers, which rules out the remaining three choices.
Objective: 11.3
69) What does Fiedler's least-preferred coworker questionnaire measure?

A) the most common leadership style among all leaders
B) leadership style of respondents who took the test
C) the most effective leadership style
D) the least effective leadership style
Answer: B
Explanation: B) Fiedler's LPC studies asked respondents to identify the qualities that their least
favorite coworker possessed—thus having them identify the style they least liked to be
associated with. People-oriented respondents tended to see positive traits in their least favorite
coworker, giving them relatively higher LPC scores, while task-oriented people would fail to see
any virtues in their least preferred coworkers, giving them relatively low LPC scores. Note that
LPC scores are really about the respondents, not about the least preferred coworkers themselves.
All these factors indicate that the LPC system measures the leadership style of respondents. It
has no bearing on which leadership style is most common or effective, ruling out the remaining
three choices.
Objective: 11.3
70) Fiedler assumed a person's leadership style ________.

A) is contingent on the situation
B) is variable
C) evolves over time
D) is fixed
Answer: D
Explanation: D) Fiedler's system assumed that leaders had fixed leadership styles which did not
vary, were not dependent on the situation, and did not change over time, making fixed the correct
response, and eliminating the other three choices. Fiedler's model saw leaders as fairly
monolithic, taking the same approach no matter what the situation was or how it changed.
Objective: 11.3
17
71) Fiedler's LPC ratings concluded that leaders were either ________.
A) positive or negative
B) task oriented or trusting
C) relationship oriented or people oriented
D) task oriented or relationship oriented
Answer: D
Explanation: D) Fielder's LPC ratings saw leaders with scores of 64 or above as relationship
oriented while those with scores of 57 or below were task oriented, making "task oriented or
relationship oriented" the correct response. Fiedler did not characterize leaders as positive or
negative, "trusting," or "people oriented," making those responses incorrect.
Objective: 11.3
72) The ________ dimension reflects the degree of trust and respect subordinates had for their
leader in Fiedler's model.
A) leader-member relations
B) position power
C) task structure
D) effectiveness
Answer: A
Explanation: A) The leader-member relations contingency dimension in Fiedler's model
measures trust, respect, and confidence employees have for a leader. Position power identifies
how much influence a leader has over such things as hiring, firing, and compensation. Task
structure identifies how formalized jobs are. Of the four choices, only leader-member relations
identifies trust and respect, so that choice is the correct response.
Objective: 11.3
73) Your boss has total control over hiring, firing, and promotions in your department. He has
________.
A) low position power
B) high position power
C) high task structure
D) low task structure
Answer: B
Explanation: B) Position power identifies how much influence a leader has over such things as
hiring, firing, and compensation. Task structure identifies how formalized jobs are, so high and
low task structure can be ruled out because the question involves hiring and firing, not job
formalization. Of the two remaining choices, a boss with total control would be said to have high
not low position power, making high position power the correct response and low position power
incorrect.
Objective: 11.3
18
74) Jobs in a firm are quite informal. Workers are versatile and switch tasks and responsibilities
depending on the situation. In Fiedler's model, this firm would be said to have ________.
A) good leader-member relations
B) high position power
C) high task structure
D) low task structure
Answer: D
Explanation: D) For Fiedler's model, position power identifies how much influence a leader has
over such things as hiring, firing, and compensation. Leader-member relations measures trust,
respect, and confidence employees have for a leader. Task structure identifies how formalized
jobs are. Of the four choices choices, only high and low task structure involve job formalization,
so that rules out the other two choices. Since jobs are very informal at this firm, it has low task
structure, making that the correct response.
Objective: 11.3
75) Fiedler concluded that task-oriented leaders performed best when the situation was
________.
A) highly favorable
B) highly unfavorable
C) either highly favorable or highly unfavorable
D) moderately favorable or moderately unfavorable
Answer: C
Explanation: C) Fiedler concluded that task-oriented leaders were best for extreme situations—
they provided structure and guidance in highly unfavorable situations and they provided little
interference in highly favorable situations. This makes the choice indicating either highly
favorable or highly unfavorable the correct response and rules out the two choices indicating
highly favorable and highly unfavorable because they are incomplete. Moderately favorable or
unfavorable situations are best handled by relationship-oriented leaders, not task-oriented
leaders.
Diff: 2 Page Ref: 300-301
Objective: 11.3
76) Fiedler concluded that relationship-oriented leaders performed best when the situation was
________.
A) highly favorable
B) highly unfavorable
C) either highly favorable or highly unfavorable
D) moderately favorable or moderately unfavorable
Answer: D
Explanation: D) Fiedler concluded that relationship-oriented leaders were best for moderate
situations—they provided motivation and a sounding board in situations in which people needed
a little push in the right direction. This makes the choice indicating moderation the correct
response and rules out the two choices indicating highly favorable and highly unfavorable
because they are incomplete. Highly favorable or unfavorable situations are best handled by task-
oriented leaders, not relationship-oriented leaders.
Objective: 11.3
19
77) A major criticism of Fiedler's work stated that it failed to recognize that effective leaders
________.
A) are always task oriented
B) can change leadership styles
C) cannot change leadership styles
D) are always relationship oriented
Answer: B
Explanation: B) Fiedler's model assumed that leadership style is fixed, so not being able to
change leadership styles is a quality that it did recognize. Fiedler's model did not categorically
endorse either a task-oriented or a relationship-oriented leadership style, so those two choices
can be ruled out as correct answers for this question. The criticism most commonly leveled at the
model was that it failed to recognize that leaders are not static—they can change leadership
styles depending on the situation. This makes that choice the correct response.
Objective: 11.3
78) In the situational leadership theory (SLT), readiness is defined as ________ to perform a
task.
A) the ability
B) the willingness
C) both the ability and willingness
D) the motivation one has
Answer: C
Explanation: C) Readiness in the SLT has two dimensions, the ability that an employee has to
perform a task, and the willingness that he or she has to perform the task, making both the ability
and willingness the correct response. The two choices indicating just one of these features are
incorrect responses because neither lists both ability and willingness. Motivation is a factor in
performing a task, but not a measure of readiness so motivation is an incorrect choice for this
question.
Objective: 11.3
79) ________ is defined in situational leadership theory (SLT) as a high task, low relationship
leadership role.
A) Telling
B) Selling
C) Participating
D) Delegating
Answer: A
Explanation: A) Telling is a high task, low relationship role in which the leader tells workers
precisely what to do but provides little support. Selling is a high task, high relationship role in
which the leader provides a great deal of both direction and support. Participating is a low task,
high relationship role in which the leader is primarily a facilitator. Delegating is a low task, low
relationship role in which the leader provides little direction or support. The high task, low
relationship leadership described here makes telling the correct answer.
Objective: 11.3
20
80) A leader who provides maximum supportive behavior and a great deal of explicit instructions
for how to carry out a task is assuming this SLT role.
A) telling
B) selling
C) participating
D) delegating
Answer: B
Explanation: B) Telling is a high task, low relationship role in which the leader tells workers
precisely what to do but provides little support. Selling is a high task, high relationship role in
which the leader provides a great deal of both direction and support. Participating is a low task,
high relationship role in which the leader is primarily a facilitator. Delegating is a low task, low
relationship role in which the leader provides little direction or support. The high task, high
relationship leadership described here makes selling the correct answer.
Objective: 11.3
81) A leader who pretty much leaves employees on their own is assuming this SLT role.
A) telling
B) selling
C) participating
D) delegating
Answer: D
Explanation: D) Selling is a high task, high relationship role in which the leader provides a great
deal of both direction and support. Participating is a low task, high relationship role in which the
leader is primarily a facilitator. Delegating is a low task, low relationship role in which the leader
provides little direction or support. Telling is a high task, low relationship role in which the
leader tells workers precisely what to do but provides little support. A leadership relationship in
which the leader provides little direction or support makes delegating the correct answer.
Objective: 11.3
82) Which category of follower is considered to be both unable and unwilling to complete a
task?
A) R1
B) R2
C) R3
D) R4
Answer: A
Explanation: A) The R1 category is considered to be both unable and unwilling to complete a
task, making it the correct response. An R2 is unable and willing. An R3 is able but unwilling.
An R4 is both able and willing to complete a task.
Objective: 11.3
21
83) Which category of follower is considered to be able but unwilling to complete a task?
A) R1
B) R2
C) R3
D) R4
Answer: C
Explanation: C) The R3 category is considered to be able but unwilling to complete a task,
making it the correct response. An R2 is unable and willing. An R1 is able but unwilling. An R4
is both able and willing to complete a task.
Objective: 11.3
84) Which leadership style works best with an R1 type of follower?

A) delegating
B) selling
C) telling
D) participating
Answer: C
Explanation: C) An R1 person is both unable and unwilling to complete a task. This person
therefore needs a telling style of leadership that is straightforward, clear, and direct. A selling
leadership style is best suited for an R2 individual who is unable but willing to perform a task.
An R3 individual who is able but unwilling to perform a task responds best to a participating
leadership strategy. An R4 individual who is able and willing to perform a task responds best to a
delegating leadership strategy.
Objective: 11.3
85) A delegating leadership style works best with which type of follower?
A) R1
B) R2
C) R3
D) R4
Answer: D
Explanation: D) A delegating leadership style is reserved for individuals who are both able and
willing to perform a task—all they really need is to be shown the task. This makes R4 the correct
answer. An R1 person is both unable and unwilling to complete a task so he or she needs a
telling, not a delegating leadership style. An R2 person is unable but willing to complete a task
so he or she needs a selling, not a delegating leadership style. An R3 person is able but unwilling
to complete a task so he or she needs a participating, not a delegating leadership style.
Objective: 11.3
22
86) Which leadership style works best with an R2 type of follower?
A) participating
B) selling
C) telling
D) delegating
Answer: B
Explanation: B) An R2 person is unable but willing to complete a task. This person therefore
needs a selling style of leadership that provides a great deal direction to make up for ability
deficiencies and support to keep motivation high. A telling leadership style is best suited for an
R1 individual who is unable and unwilling to perform a task. An R3 individual who is able but
unwilling to perform a task responds best to a participating leadership strategy. An R4 individual
who is able and willing to perform a task responds best to a delegating leadership strategy.
Objective: 11.3
87) A participating leadership style works best with which type of follower?
A) R1
B) R2
C) R3
D) R4
Answer: C
Explanation: C) A participating leadership style works best for individuals who are able but
unwilling to perform a task—these people need the leader to join them so they can feel a sense of
"ownership" in the process. This makes R3 the correct answer. An R1 person is both unable and
unwilling to complete a task so he or she needs a telling, not a participating, leadership style. An
R2 person is unable but willing to complete a task so he or she needs a selling, not a
participating, leadership style. An R4 person is able and willing to complete a task so he or she
needs a delegating, not a participating, leadership style.
Objective: 11.3
88) The leader-participation model contends that leader behavior should ________.
A) never vary
B) adjust to the structure of the task involved
C) be dependent on the traits of the leader
D) be consistent from task to task
Answer: B
Explanation: B) The leader-participation model requires that leader behavior change depending
on the structure of the task that followers are asked to accomplish, making adjusting to the
structure of the task involved the correct response. Never varying and consistency are incorrect
because they call for leader behavior that is fixed, while leader-participation calls for leader
behavior that varies depending on the task at hand. Being dependent on the traits of the leader is
incorrect because it refers back to trait theories of leadership that depend only on the character of
the leader.
Objective: 11.3
23
89) Results from the leader-participation model conclude that it is more important to talk about
autocratic and participative ________.
A) situations than leaders
B) leaders than situations
C) leaders than followers
D) followers than situations
Answer: A
Explanation: A) Conclusions from the leader-participation model indicate that situations matter
more for leadership than leaders. A leader can change his or her style more easily than he or she
can change a situation, making "ituations than leaders" the correct response and ruling out all
other responses. "Leaders than situations" is incorrect because situations are more important than
leaders. Both remaining choices are incorrect because they deal with followers rather than
leaders and situations.
Objective: 11.3
90) The most important conclusion from the leader-participation model is that ________.
A) a leader must keep the same leadership style no matter what the situation is
B) a leader must change his or her leadership style depending on the situation
C) a leader must try to change the situation if it does not suit his or her leadership style
D) all situations are similar
Answer: B
Explanation: B) The leader-participation model assumes that all situations are different, ruling
out all situations being similar as a correct choice. The most important conclusion of the model is
that since leaders can't change most situations, they must change their leadership style for each
situation, making that choice the correct response and ruling out the choice indicating keeping
the same leadership style no matter the situation.
Objective: 11.3
91) The path-goal theory sees the job of an effective leader as ________.
A) providing clear instructions for followers
B) clearing the path between followers and their goals
C) defining goals for followers
D) helping followers understand their goals
Answer: B
Explanation: B) The path-goal theory sees a leader as someone who removes obstacles that
prevent followers from achieving their goals, making "clearing the path" the correct response.
Providing instructions, defining goals, and helping clarify goals are all functions of a leader, but
they are not as important as clearing the path that followers need to take to reach their goals.
Objective: 11.3
24
92) A(n) ________ leader in path-goal theory gives specific guidance in performing tasks.
A) directive
B) achievement-oriented
C) participative
D) supportive
Answer: A
Explanation: A) A directive leader pays close attention to schedules, gives followers specific
guidance in how to perform tasks, and lets followers know precisely what is expected of them,
making directive the correct response. An achievement-oriented leader sets goals and expects
followers to find their own way to reach them. A participative leader consults with followers
closely when making decisions. A supportive leader is focused on followers as people first, and
has great concern for their needs.
Objective: 11.3
93) An important trait of a(n)________ leader in path-goal theory is friendliness.

A) achievement-oriented
B) directive
C) participative
D) supportive
Answer: D
Explanation: D) A supportive leader is focused on followers as people first, has concern for their
needs, and tries to be friendly, making "supportive" the correct response. An achievement-
oriented leader sets goals and expects followers to find their own way to reach them. A
participative leader consults with followers closely when making decisions. A directive leader
pays close attention to schedules, gives followers specific guidance in how to perform tasks, and
lets them know precisely what is expected of them.
Objective: 11.3
94) A(n) ________ leader in path-goal theory does little but set challenging goals for followers.
A) supportive
B) participative
C) achievement-oriented
D) directive
Answer: C
Explanation: C) An achievement-oriented leader sets goals and expects followers to find their
own way to reach them, making "achievement-oriented" the correct response. A participative
leader consults with followers closely when making decisions. A supportive leader is focused on
followers as people first, and has great concern for their needs. A directive leader pays close
attention to schedules, gives followers specific guidance in how to perform tasks, and lets them
know precisely what is expected of them.
Objective: 11.3
25
95) A(n) ________ leader in path-goal theory often makes decisions collectively with followers.
A) directive
B) participative
C) achievement-oriented
D) supportive
Answer: B
Explanation: B) A participative leader consults with followers closely when making decisions,
making participative the correct response. An achievement-oriented leader sets goals and expects
followers to find their own way to reach them. A supportive leader is focused on followers as
people first, and has great concern for their needs. A directive leader pays close attention to
schedules, gives followers specific guidance in how to perform tasks, and lets followers know
precisely what is expected of them.
Objective: 11.3
96) Path-goal theory assumes that environmental factors such as ________ can change a
leadership situation.
A) locus of control of followers
B) personal work experience of followers
C) skills and abilities of a followers
D) work group structure of followers
Answer: D
Explanation: D) Locus of control, experience, and abilities of followers are all personal
characteristics of followers, not external environmental factors, so they are incorrect responses. A
follower's work group structure is a non-personal external factor, making that choice the correct
response.
Objective: 11.3
97) Which of the following is included in the class of contingency variables that are associated
with personal characteristics of a follower?
A) locus of control
B) task structure
C) group structure
D) formal authority system
Answer: A
Explanation: A) Task structure, group structure, and the formal authority system of the
organization are all external environmental factors, not personal characteristics of followers, so
they are incorrect responses. A follower's locus of control is a personal characteristic of the
follower him- or herself, making locus of control the correct response.
Objective: 11.3
26
98) In path-goal theory, a directive leadership style works well in a situation in which tasks are
________.
A) straightforward and unambiguous
B) ambiguous and confusing
C) highly structured
D) clearly defined
Answer: B
Explanation: B) In situations that are straightforward, clearly defined, and structured, a directive
leadership style shows no clear advantage. Where a directive style is advantageous is when tasks
are stressful, confusing, and ambiguous, making ambiguous and confusing the correct response.
Direct guidance by a leader in the face of a confusing task is the best approach when tasks are
hard to get a handle on.
Objective: 11.3
99) In a highly mechanistic organization, this approach seems to work best.

A) supportive
B) directive
C) achievement oriented
D) participative
Answer: A
Explanation: A) The more bureaucratic and formalized an organization is, the more leaders need
to temper this rigidity with a supportive leadership style, making supportive the correct response.
In a rigid organization a directive style needs to be toned down, so a directive style would not
work. Achievement-oriented and participative styles offer no extra support for this kind of
situation, so they are both incorrect responses.
Objective: 11.3
100) A participative leadership style works well with subordinates who ________.
A) have little faith in their own ability
B) are having work group conflicts
C) have an external locus of control
D) have an internal locus of control
Answer: D
Explanation: D) A participative style works well with self-assured individuals who have an
internal locus of control, which makes that choice the correct response and rules out external
locus of control and lack of faith in ability. Subordinates who are having work group conflicts do
best with a take-charge directive style, making that choice an incorrect response.
Objective: 11.3
27
101) Leaders who are looking for exceptionally high performance from subordinates might try
this approach
A) supportive
B) directive
C) achievement oriented
D) participative
Answer: C
Explanation: C) The achievement-oriented approach sets out challenging goals and allows
subordinates to use their own creative resources to find ways to reach those goals. If the
subordinates are competent, this is an effective way to obtain high levels of performance, making
achievement oriented the correct response and eliminating all other responses.
Objective: 11.3
102) A leader should avoid a directive leadership style when ________.

A) tasks are highly structured
B) workers have an external locus of control
C) tasks are stressful and ambiguous
D) work groups experience conflict
Answer: A
Explanation: A) A directive style is the best strategy when tasks are ambiguous, work groups are
having conflicts, or workers have an external locus of control, eliminating all of these choices as
correct responses. Where a directive approach does not work is when tasks are highly structured,
making that choice the correct response. When tasks are highly structured, workers can come to
resent the pressure of a directive style without gaining any benefits from its guidance or
instruction.
Objective: 11.3
103) Transactional leaders are leaders who guide by ________.

A) inspiring followers
B) articulating a vision for followers
C) the force of their personality
D) offering rewards to followers
Answer: D
Explanation: D) The essence of transactional leadership is to offer rewards of some type in
exchange for the output of workers, making "offering rewards" the correct response. "Inspiring
followers" describes a transformational leader rather than a transactional leader. "Articulating a
vision" describes a visionary leader rather than a transactional leader. "The force of their
personality" describes a charismatic leader rather than a transactional leader.
AACSB: Communication
Objective: 11.4
28
104) Visionary leaders are leaders who guide by ________.
B) articulating a vision of the future
Answer: B
Explanation: B) The key to visionary leadership is to create a credible, attractive vision of the
future that makes followers want to work toward its realization, making that choice the correct
response. Visionary leaders differ from charismatic leaders and transformational leaders in that
they focus on the vision of the future itself rather than their own personality or the inspiration
they offer. Visionary leaders do not offer tangible rewards in the present, making offering
rewards incorrect.
Objective: 11.4
105) Transformational leaders are leaders who guide by ________.

B) articulating a vision for followers
Answer: A
Explanation: A) The key to transformational leadership is to inspire followers to follow the
leader's path, making inspiring followers the correct response. Transformational leaders differ
from charismatic leaders and visionary leaders in that they evolve from transactional situations.
That is, transformational leaders at first use rewards to show followers success. The success
itself, as well as the vision supplied by the transformational leader, serves to inspire followers
and get them to do what the leader says.
Objective: 11.4
106) Which of the following is an accurate statement about transformational leaders?

A) They are poor motivators.
B) Their organizations suffer from high turnover rates
C) Their organizations are highly productive.
D) Their organizations are not productive.
Answer: C
Explanation: C) Transformational leaders tend to be superb motivators, not poor motivators, and
have workers who are productive and low in turnover rates rather than unproductive and high in
turnover rates. This makes highly productive organizations the only accurate statement.
Objective: 11.4
29
107) Which term is most closely associated with transformational leaders?
A) charming
B) efficient
C) far-seeing
D) inspiring
Answer: D
Explanation: D) A transformational leader is first and foremost inspiring, making inspiring the
correct response. Charming describes a charismatic leader more than a transformational leader.
Efficient may describe a transactional leader. Far-seeing best matches a visionary leader.
Objective: 11.4
108) Which of the following is NOT a typical trait of a charismatic leader

A) direct eye contact
B) relaxed body posture
C) animated facial expressions
D) erect body posture
Answer: D
Explanation: D) Direct eye contact, exuberant facial expressions, and a relaxed posture
characterize a charismatic leader. One key to this leader's effectiveness is that people find him
comfortable to be around. Rigid or erect body posture does not exude comfortableness so that
choice is the correct response for this question.
Objective: 11.4
109) Research has shown that ________.

A) charisma is an illusion
B) charisma is inborn only
C) charisma is not inborn
D) charisma can be learned
Answer: D
Explanation: D) Charisma is definitely a genuine trait, not an illusion, that exists in some
humans and not others. Charisma is largely inborn but research has shown that charisma can be
learned, making the fact that charisma can be learned the correct response for this question.
Objective: 11.4
30
110) "Trained" charismatic leaders had workers who were ________ those who had been led by
non-charismatic leaders.
A) dramatically less productive than
B) more productive than
C) equally productive when compared to
D) slightly less productive than
Answer: B
Explanation: B) "Trained" charismatic leaders had workers who were more, not less productive
than those who had worked under non-charismatic leaders, making "more productive" the correct
response and proving that charisma can be instilled, at least to a degree. The other three choices
are all incorrect because they do not indicate an actual gain in productivity.
Objective: 11.4
111) Visionary leadership differs from charismatic leadership because of its focus on ________.
A) rewards
B) personality
C) dangers that the future might bring
D) a positive image of the future
Answer: D
Explanation: D) The focus of visionary leadership is to create a credible, plausible, doable vision
of the future that people can easily grasp and work toward, making a positive image of the future
the correct response. Transactional leadership focuses on rewards, not visionary leadership.
Charismatic leadership focuses on personality, not visionary leadership. Dangers of the future is
ruled out as a correct response because it gives a negative rather than a positive view of the
future.
Objective: 11.4
112) Which of the following is NOT a typical characteristic of a vision of the future provided by
visionary leadership?
A) powerful images
B) easy-to-understand view
C) non-specific and indefinite
D) clear articulation
Answer: C
Explanation: C) A view of the future provided by visionary leadership typically features
powerful images and clear, easy-to-grasp articulation of ideas, ruling out all three incorrect
choices as correct answers. What visionary leadership does not typically feature is a non-specific
or vague vision of the future. People must be able to imagine what will happen clearly. An
indefinite vision prevents this, so it is almost always avoided, making non-specific and indefinite
the correct response.
Objective: 11.4
31
113) If a visionary-leader CEO switched from one company to another, you would expect
________ to follow her to the new company.
A) all employees and managers
B) no employees
C) no managers
D) some employees and managers
Answer: D
Explanation: D) In this situation, you would expect all or almost all of the followers to follow a
charismatic leader wherever she chose to go. However, the leader described in this question is
visionary, not charismatic, so you would expect some, but clearly not all, managers and
employees to make the move. After all, if it was the vision that attracted the followers, the vision
still exists at the old company, not the new company.
Objective: 11.4
114) Team leadership and traditional leadership in hierarchical organizations are thought to be
________.
A) virtually identical
B) very different
C) fairly similar
D) somewhat different
Answer: B
Explanation: B) There are several big differences between team leadership and traditional
organizational leadership, including less authority, more empowered employees, more
facilitating and coaching, and less direct supervision. This makes team leadership very different
from traditional leadership and rules out all other choices for this question.
Objective: 11.4
115) Consultant estimates state that ________ team leaders.

A) 15 percent of managers are not natural
B) 70 percent of managers are not natural
C) 85 percent of managers are not natural
D) 30 percent of managers are natural
Answer: C
Explanation: C) Consultant estimates hold that about 15 percent of managers are natural team
leaders, which means that 85 percent are not natural team leaders, making 85 percent the correct
response. Note that about 15 percent of managers are not only not natural team leaders, they are
probably incapable of becoming team leaders.
Objective: 11.4
32
116) A difficult skill for a team leader to learn is knowing when to ________ the team.
A) show interest in
B) trust
C) intervene with
D) abandon
Answer: C
Explanation: C) A team leader should always show interest and trust in the team and never
abandon it in any way. The hard part for team leaders is knowing when to intervene in a team's
activities and when to leave it alone to solve problems on its own, making "intervening with" the
correct response.
AACSB: Diversity
Objective: 11.4
117) A team's ________ marks the border between tasks that are strictly the team's responsibility
and those that the team shares with other parts of the organization.
A) external boundary
B) exterior
C) leader
D) performance
Answer: A
Explanation: A) A team leader's job includes knowing where the border exists between tasks that
are strictly within the team and those tasks and activities that extend outside of the team. This
border is called the external boundary. A team's leader, exterior, or performance do not identify
its inner-outer border so those choices are incorrect.
AACSB: Diversity
Objective: 11.4
118) This team leader role requires leaders to try to get the best out of their team.
A) coach
B) troubleshooter
C) liaison
D) conflict manager
Answer: A
Explanation: A) A troubleshooter helps the team solve specific task problems, so that choice is
not the correct response for this question. A liaison makes contact for the team with parties
outside of the team, so that choice is not a correct response. A conflict manager resolves personal
and discipline problems within the team, so that choice is not a correct response. A coach helps
team members perform at their best, so coach is the correct response for this question.
Objective: 11.4
33
119) When a design team is having problems getting its new simulation software to work
correctly, the team leader takes on this role.
A) coach
B) troubleshooter
C) liaison
D) conflict manager
Answer: B
Explanation: B) The software problem is a specific technical problem that the team is
experiencing. A troubleshooter helps the team solve specific task and technical problems, so that
choice is the correct response for this question. Rather than solve technical problems, a liaison
makes contact for the team outside of the organization, so that choice is not a correct response.
Similarly, a conflict manager resolves personal and discipline problems, not technical problems,
so that choice is not a correct response. Rather than solve technical problems, a coach helps team
members perform at their best, so that choice is not the correct response for this question.
Objective: 11.4
120) When a team is considering joining forces with another team in the organization, the team
leader takes on this role.
A) troubleshooter
B) conflict manager
C) coach
D) liaison
Answer: D
Explanation: D) A liaison makes contact for the team with the parent organization or parties
outside of the team, so liaison is the correct response for this question. A troubleshooter helps the
team solve specific task problems, not link to outside parties, so that choice is not the correct
response for this question. A conflict manager resolves personal and discipline problems within
the team, so that choice is not a correct response. A coach helps team members perform at their
best, so that choice is not the correct response for this question.
Objective: 11.4
121) When two members of a team are having a personal conflict, the team leader takes on this
role.
A) conflict manager
B) liaison
C) troubleshooter
D) coach
Answer: A
Explanation: A) A conflict manager resolves personal and discipline problems within the team,
so that choice is the correct response for this question. A troubleshooter helps the team solve
specific task problems, not personal problems so that choice is not the correct response for this
question. A liaison makes contact for the team with parties outside of the team, so that choice is
not a correct response. A coach helps team members perform at their best, so that choice is not
the correct response for this question.
Objective: 11.4
34
122) The key difference between team leadership and traditional leadership is that in teams
________ decisions.
A) employees are empowered to make
B) leaders are not empowered to make
C) leaders have no influence over employees'
D) leaders do not participate in important
Answer: A
Explanation: A) Team leaders typically participate in team decision making and have influence
over team decisions, but they are not the sole authority and final word in decisions as they were
in the traditional arrangement. So the most important difference in a team structure is that
employees can make decisions, even though they are typically not unilateral decisions, making
employees being empowered the correct response.
Objective: 11.4
123) ________ is one key reason that employees are frequently empowered with decision-
making ability in today's business world.
A) Smaller spans of control
B) Larger spans of control
C) Smaller budgets
D) Larger budgets
Answer: B
Explanation: B) Budgets have little, in any direct sense, to do with empowering employees,
except that they might call for increased efficiency, so the two choices regarding budgets are not
correct responses for this question. Due to downsizing, today's managers typically have larger,
not smaller spans of control, making larger spans of control the correct response and eliminating
smaller spans of control. These larger spans of control mean that a single manager must
relinquish some decision-making authority to employees, which is the reason why employee
empowerment is so prevalent in today's climate.
Objective: 11.4
124) On a pro football team, empowerment might manifest itself in which of the following?
A) players getting larger salaries
B) more complicated plays and formations on the field
C) coach to helmet communication systems
D) a player changing a planned play on the field
Answer: D
Explanation: D) Empowerment confers employees with the right to make decisions. Getting
more money, taking on more complicated workloads, or increased communication sophistication
are not forms of empowerment because they do not give players increased decision-making
power. Changing a play does involve making a decision, so changing a planned play is the
correct response for this question.
Objective: 11.4
35
125) A unique problem that virtual leaders face is being understood without a ________ form of
communication.
A) reliable
B) written
C) clear
D) nonverbal
Answer: D
Explanation: D) Emails and other forms of electronic communication largely lack the emotional
information that can be transmitted through nonverbal means, making nonverbal the correct
response. Electronic communication is typically written communication and does not suffer from
being unclear or unreliable, making the remaining choices incorrect.
AACSB: Technology
Objective: 11.4
126) Being humble is a typical characteristic of ________.

A) Arab leaders
B) German leaders
C) Japanese leaders
D) Korean leaders
Answer: C
Explanation: C) Key characteristics of Japanese leaders include humility, making Japanese
leaders the correct response. Key characteristics of Arab leaders include avoiding inessential
kindness. Key characteristics of German leaders include high participation and performance
expectation. Key characteristics of Korean leaders include a paternalistic attitude toward
employees.
AACSB: Diversity
Objective: 11.4
127) A ________ would avoid publicly praising a productive employee.

A) Malyasian leader
B) Dutch leader
C) Japanese leader
D) German leader
Answer: B
Explanation: B) Key characteristics of Dutch leaders include avoiding public embarrassment of
any kind, even when it is caused by praise, making Dutch leader the correct response. Key
characteristics of Japanese leaders include humility. Key characteristics of German leaders
include high participation and performance expectation. Key characteristics of Malaysian leaders
include compassion.
AACSB: Diversity
Objective: 11.4
36
128) A ________ is characterized by high performance orientation.
A) German leader
B) Scandinavian leader
C) Japanese leader
D) Malaysian leader
Answer: A
Explanation: A) Key characteristics of German leaders include high performance expectation
and low compassion, making German leader the correct response. Key characteristics of
Scandinavian leaders include avoiding the singling out of individuals in public. Key
characteristics of Japanese leaders include humility. Key characteristics of Malaysian leaders
include compassion.
AACSB: Diversity
Objective: 11.4
129) Most leadership theories were developed in the United States, causing them to stress
________.
A) spirituality over rationality
B) rationality over spirituality
C) both rationality and spirituality
D) altruism over self-gratification
Answer: B
Explanation: B) American biases in leadership theories include emphasizing rationality and de-
emphasizing non-rational forms of thought, which include spirituality, making rationality over
spirituality the correct response and ruling out the other two choices regarding spirituality. The
remaining choice is incorrect because, if anything, self-gratification is favored over altruism, not
the other way around.
AACSB: Diversity
Objective: 11.4
130) All of the following appear to be universal elements of transformational leadership

EXCEPT ________.
A) dynamism
B) vision
C) trustworthiness
D) aggressiveness
Answer: D
Explanation: D) Countries around the world seem to respond to such qualities as dynamism,
vision, and trustworthiness in transformational leaders. Aggressiveness is not a quality that
typically contributes to the effectiveness of a transformational leader, so that choice is the correct
answer.
AACSB: Globalizations
Objective: 11.4
37
131) Recent studies indicate that this measure of ability is the best predictor of who will be a
leader in an organization.
A) IQ intelligence
B) academic intelligence
C) technical expertise
D) emotional intelligence
Answer: D
Explanation: D) Studies show that such things as IQ intelligence, academic proficiency, or
technical skill are threshold capabilities, meaning that a person needs only a certain minimum
amount of them to succeed. Emotional intelligence or EI, on the other hand, has been shown to
be a true predictor of leadership, making that choice the correct response.
Objective: 11.4
132) Which of the following is NOT a key component of emotional intelligence (EI)?
A) empathy
B) self-awareness
C) active imagination
D) social skills
Answer: C
Explanation: C) Empathy, self-awareness, and social skills are three of the five recognized key
components of EI. An active imagination, while being an important skill for success, is not a key
component of EI so that choice is the correct response for this question.
Objective: 11.4
133) Studies show that the higher the rank a star performer has in an organization, the more he or
she relies on ________ for success.
A) integrity
B) intelligence
C) emotional intelligence
D) loyalty
Answer: C
Explanation: C) Emotional intelligence (EI) seems to increase in importance as managers go up
the scale of an organization. So successful top managers rely on EI more than successful middle
managers, for example. This makes emotional intelligence the correct response and rules out all
other responses.
AACSB: Ethical Understanding and Reasoning Abilities
Objective: 11.4
38
134) Evidence indicates that in leadership style, males and females ________.
A) are more alike than different
B) are totally different
C) have no similarities
D) have a very small number of similarities
Answer: A
Explanation: A) Studies show that largely due to the actual tasks they carry out, males and
females are generally similar in leadership style, making more alike than different the correct
response and ruling out other responses. The fact that males can succeed as leaders in typically
female jobs, and females can succeed in typically male jobs seems to support this notion.
Objective: 11.5
135) This is the dimension of trust that includes technical skills.

A) integrity
B) loyalty
C) openness
D) competence
Answer: D
Explanation: D) Competence refers to the technical and interpersonal skills and knowledge that
a leader has, making that choice the correct response for this situation. Integrity refers to how
truthful and honest a leader is. Loyalty refers to how willing a leader is to protect followers.
Openness refers to how willing a leader is to share important ideas and information.
Objective: 11.5
136) This is the dimension of trust that includes how reliable a leader is.
A) integrity
B) competence
C) consistency
D) loyalty
Answer: C
Explanation: C) Consistency refers to whether or not a leader has good judgment, and how
reliable and predictable the leader is, making consistency the correct response for this situation.
Integrity refers to how truthful and honest a leader is. Loyalty refers to how willing a leader is to
protect followers. Competence refers to the technical and interpersonal skills and knowledge that
a leader has.
Objective: 11.5
39
137) This is the dimension of trust that includes how honest a leader is.
A) integrity
B) openness
C) loyalty
D) competence
Answer: A
Explanation: A) Integrity refers to how honest and truthful a leader is, making integrity the
correct response for this question. Openness refers to how willing a leader is to share important
ideas and information. Loyalty refers to how willing a leader is to protect followers. Competence
refers to the technical and interpersonal skills and knowledge that a leader has.
Objective: 11.5
138) Which of the following is NOT a reason that the importance of trust has increased in today's
business climate?
A) Job performance is related to trust.
B) Job satisfaction is related to trust.
C) Only 60 percent of U.S. employees trust their leaders.
D) Downsizing has eroded the faith that workers have in their leaders.
Answer: C
Explanation: C) Job performance and satisfaction are clearly related to trust, so those two
choices are both valid reasons for why trust is important. The erosion of faith for workers in their
leaders has also made trust more important than ever in today's world, making the choice
regarding downsizing a valid reason for why trust is important. The choice regarding 60 percent
of U.S. employees trusting their leaders is inaccurate because the actual percentage value of
employees that trust their leaders is 39 percent, making that choice the correct response for this
question.
Objective: 11.5
139) In a short essay, identify and describe three traits associated with leadership.
Answer: Drive—Leaders tend to show high levels effort, energy, ambition, initiative, and desire
for achievement.
Desire to lead  Leaders have a strong desire to influence others and show them the path to
success. They demonstrate the willingness to take over a situation and assume responsibility for
its success.
Honesty and integrity  Leaders recognize that trust, honesty, and consistency are important for
acquiring power and influence over people, so they pay special attention to these traits.
Objective: 11.2
40
140) In a short essay, identify and describe three additional traits associated with leadership.
Answer: Self-confidence  Leaders show strong faith in their own ability to reach goals and
help others reach goals.
Intelligence  Leaders need to be able gather information and analyze situations so they can
effectively make decisions, solve problems, and create a vision for subordinates to follow.
Job-relevant knowledge  Effective leaders have a high degree of knowledge about the company,
industry, and technical matters. In-depth knowledge allows leaders to make well-informed
decisions and to understand the implications of those decisions.
Objective: 11.2
141) In a short essay, describe the University of Iowa leadership studies.

Answer: The University of Iowa studies (conducted by Kurt Lewin and his associates) explored
three leadership styles. The autocratic style described a leader who tended to centralize authority,
dictate work methods, make unilateral decisions, and limit employee participation.
The democratic style described a leader who tended to involve employees in decision making,
delegate authority, encourage participation in deciding work methods and goals, and use
feedback as an opportunity for coaching employees.
Finally, the laissez-faire style leader generally gave the group complete freedom to make
decisions and complete the work in whatever way it saw fit. Lewin and his associates researched
which style was the most effective. Their results seemed to indicate that the democratic style
contributed to both good quantity and quality of work.
Objective: 11.2
41
142) In a short essay, describe the Ohio State University leadership studies.
Answer: The Ohio State studies identified two important dimensions of leader behavior. The
first was called initiating structure, which referred to the extent to which a leader defined and
structured his or her role and the roles of group members in the search for goal attainment. It
included behavior that involved attempts to organize work, work relationships, and goals.
The second dimension was called consideration, which was defined as the extent to which a
leader had job relationships characterized by mutual trust and respect for group members' ideas
and feelings. A leader who was high in consideration helped group members with personal
problems, was friendly and approachable, and treated all group members as equals. He or she
showed concern for (was considerate of) followers' comfort, wellbeing, status, and satisfaction.
The Ohio State studies generally indicated that a leader with a high-high (both initiating structure
and consideration) leadership style had the highest performing employees with the greatest job
satisfaction. However, leaders high in initiating structure seemed to engender employee
complaints, while those who rated high in consideration tended to be negatively rated in
employee polls.
Objective: 11.2
143) In a short essay, describe the University of Michigan leadership studies.

Answer: Leadership studies conducted at the University of Michigan's Survey Research Center
at about the same time as those being done at Ohio State had a similar research objective:
identify behavioral characteristics of leaders that were related to performance effectiveness. The
Michigan group also came up with two dimensions of leadership behavior, which they labeled
employee oriented and production oriented.
Leaders who were employee oriented were described as emphasizing interpersonal relationships;
they took a personal interest in the needs of their followers and accepted individual differences
among group members. The production-oriented leaders, in contrast, tended to emphasize the
technical or task aspects of the job, were concerned mainly with accomplishing their group's
tasks, and regarded group members as a means to that end.
The conclusions of the Michigan researchers strongly favored leaders who were employee
oriented as they were associated with high group productivity and high job satisfaction.
Objective: 11.2
42
144) In a short essay, describe the managerial grid that emerged from the early leadership
studies.
Answer: The behavioral dimensions from the early leadership studies (Iowa, Ohio State, and
Michigan) provided the basis for the development of a two-dimensional grid for appraising
leadership styles. This managerial grid used the behavioral dimensions "concern for people" and
"concern for production" and evaluated a leader's use of these behaviors, ranking them on a scale
from 1 (low) to 9 (high).
Although the grid had 81 potential leadership categories, emphasis was placed on five styles:
impoverished management (1,1), low concern for both people and production; task management
(9,1), high concern for production only; middle-of-the-road management (5,5), medium concern
for both people and production; country club management (1,9), high concern for people only;
and team management (9,9) high concern for both people and production.
Of these five styles, the researchers concluded that managers performed best when using a 9,9
style—high concern for both people and production. Unfortunately, the grid offered no answers
to the question of what made a manager an effective leader; it only provided a framework for
conceptualizing leadership style. In fact, there is been little substantive evidence to support the
conclusion that a 9,9 style is most effective in all situations.
Objective: 11.2
43
145) In a short essay, describe the basics of situational leadership theory (SLT).
Answer: The situational leadership theory is a contingency theory that focuses on followers'
readiness. The theory argues that successful leadership is achieved by selecting the right
leadership style, which is contingent on the level of the followers' readiness. Readiness is defined
in terms of how able and willing employees are to perform tasks.
The theory presents four basic leadership styles:
Telling (high task  low relationship)  the leader defines roles and tells people what, how,
when, and where to do various tasks.
Selling (high task  high relationship)  the leader provides both directive and supportive
behavior.
Participating (low task  high relationship)  the leader and follower share in decision making;
the main role of the leader is facilitating and communicating.
Delegating (low task  low relationship)  the leader provides little direction or support.
The theory presents four basic follower readiness states:
R1  People are both unable and unwilling to take responsibility for doing something. They're
neither competent nor confident.
R2  People are unable but willing to do the necessary job tasks. They're motivated but currently
lack the appropriate skills.
R3  People are able but unwilling to do what the leader wants.
R4  People are both able and willing to do what is asked of them.
Objective: 11.3
146) In a short essay, describe the conclusions of situational leadership theory (SLT) for each
follower readiness category, R1, R2, R3, and R4.
Answer:
R1  People who are both unable and unwilling to perform a task do best with a telling style of
leadership where no-nonsense directions are given.
R2  People who are unable but willing to perform tasks require a selling leadership style in
which the leader provides a lot of instruction and support.
R3  People who are able but unwilling to perform a task require a participating leadership style
to make them identify with the task and want to take it on themselves.
R4  People who are both able and willing to do what is asked of them require a delegating
leadership style. They only need to be shown the task and they will do the rest.
Objective: 11.3
44
147) In a short essay, discuss the basics of the path-goal leadership theory developed by Robert
House.
Answer: Developed by Robert House, path-goal theory is a contingency model of leadership
that takes key elements from the expectancy theory of motivation. A leader's job in the path-goal
theory is to clear the way between workers and their goals.
House identified four leadership behaviors:
Directive leader  lets subordinates know what is expected of them, schedules work to be done,
and gives specific guidance on how to accomplish tasks.
Supportive leader  friendly and shows concern for the needs of followers.
Participative leader  consults with group members and uses their suggestions before making a
decision.
Achievement-oriented leader—sets challenging goals and expects followers to perform at their
highest level.
Objective: 11.3
148) In a short essay, discuss the conclusions derived from path-goal leadership theory.
Answer: Path-goal theory suggested that directive leadership worked best when tasks were
ambiguous, conflicts arose in groups, and workers had an external locus of control.
Path-goal theory suggested that supportive leadership worked best when tasks were highly
structured.
Path-goal theory suggested that participative leadership worked best when workers had an
internal locus of control.
Path-goal theory suggested that achievement-oriented leadership worked best when workers
wanted to be challenged.
Objective: 11.3
45
149) In a short essay, describe transactional and transformational leaders.
Answer: Transactional leaders are those who guide or motivate their followers in the direction of
established goals primarily by providing rewards. Rewards can be monetary, involve status, or
some other item that is desired by the follower.
When transactional leadership is successful, it can develop into transformational leadership.

Transformational leadership stimulates, excites, and finally inspires followers to high
performance. The inspiration that followers get from a transformational leader is the best kind of
inspiration—it retains a critical element so that followers are not merely blindly following their
leader (as may occur with a charismatic leader). They are following because they believe in both
the leader and the path.
Objective: 11.4
150) In a short essay, describe two of the four specific leadership roles that team leaders play.
Answer: Team leaders function as liaisons with external constituencies. These may include
upper management, other organizational work teams, customers, or suppliers. The leader
represents the team to other constituencies, secures needed resources, clarifies others'
expectations of the team, gathers information from the outside, and shares that information with
team members.
Team leaders also function as troubleshooters. When the team has problems and asks for
assistance, team leaders sit in on meetings and try to help resolve the problems. Troubleshooting
may involve technical or operational issues, although in many cases the team members may
know more about the tasks being done than the team leader. The leader is most likely to
contribute by asking penetrating questions, helping the team talk through and clarify problems,
and getting needed resources to tackle problems.
Objective: 11.4
151) In a short essay, describe two additional specific leadership roles that team leaders play.
Answer: Team leaders often function as conflict managers. They help identify issues such as the
source of the conflict, who is involved, the issues, the resolution options available, and the
advantages and disadvantages of each. By getting team members to address questions such as
these, the leader minimizes the disruptive aspects of intrateam conflicts.
Finally, team leaders function as coaches. As a coach, a team leader's primary job is to get
workers to perform at the highest possible level. Team leaders clarify expectations and roles,
teach, offer support, and do whatever else is necessary to help team members keep their work
performance high.
Objective: 11.4
46
152) In a short essay, describe the results of the studies that focus on gender and leadership style.
Answer: A number of studies focusing on gender and leadership style have been conducted in
recent years. Their general conclusion is that males and females are more alike than different.
Nevertheless, the two do show clear differences. For example, women tend to adopt a more
democratic or participative style. Women are more likely to encourage participation, share power
and information, and attempt to enhance followers' self-worth. They lead through inclusion and
rely on their charisma, expertise, contacts, and interpersonal skills to influence others.
Men, on the other hand, are more likely to use a directive style. Men use transactional leadership,
handing out rewards for good work and punishment for bad. There is an interesting qualifier to
these findings. The tendency for female leaders to be more democratic than males declines when
women are in male-dominated jobs.
AACSB: Diversity
Objective: 11.4
153) In a short essay, discuss how emotional intelligence (EI) affects leadership.
Answer: Recent studies indicate that EI—more than IQ, expertise, or any other single factor  is
the best predictor of who among a group will become a leader. The five components of emotional
intelligence  self-awareness, self-management, self-motivation, empathy, and social skills  all
contribute to enabling an individual to become a leader. The more of these traits a person seems
to have the higher he or she typically can rise as a leader.
EI has been shown to be positively related to job performance at all levels. When really top
performers, so called "star performers" in organizations, are compared with ordinary leaders the
difference between the two categories seems to be almost entirely due to EI factors.
Objective: 11.4
47

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Fundamentals of Management, 7e (Robbins/DeCenzo/Coulter)

Chapter 11 Leadership and Trust

2) Leadership identifies a process while leader identifies a person.

3) Ideally, all managers should not be leaders.

9) A leader with an autocratic style often delegates authority to subordinates.

17) A high LPC score indicates that a worker is productivity oriented.

27) A transactional leadership style is not related to a transformational style.

28) Transformational leadership and charismatic leadership are identical.

31) A successful visionary leader "jump starts" the future.

46) The most successful early trait theories focused on ________.

48) Behavioral theories of leadership focused on ________.

55) A democratic consultative leader ________.

69) What does Fiedler's least-preferred coworker questionnaire measure?

70) Fiedler assumed a person's leadership style ________.

84) Which leadership style works best with an R1 type of follower?

93) An important trait of a(n)________ leader in path-goal theory is friendliness.

99) In a highly mechanistic organization, this approach seems to work best.

102) A leader should avoid a directive leadership style when ________.

103) Transactional leaders are leaders who guide by ________.

105) Transformational leaders are leaders who guide by ________.

106) Which of the following is an accurate statement about transformational leaders?

108) Which of the following is NOT a typical trait of a charismatic leader

109) Research has shown that ________.

115) Consultant estimates state that ________ team leaders.

126) Being humble is a typical characteristic of ________.

127) A ________ would avoid publicly praising a productive employee.

130) All of the following appear to be universal elements of transformational leadership

135) This is the dimension of trust that includes technical skills.

141) In a short essay, describe the University of Iowa leadership studies.

143) In a short essay, describe the University of Michigan leadership studies.

The theory presents four basic leadership styles:

The theory presents four basic follower readiness states:

House identified four leadership behaviors:

When transactional leadership is successful, it can develop into transformational leadership.

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